ABSTRACT
Coaching embraces a process of experiential and continuous learning for client and coach. This chapter analyzes the complexities of the coaching conversation—the basic tool of the business and executive coach. Reflection and learning from experience must be applied by the coaching practitioner and professional in their own work. The chapter aims to model best practice, while at the same time helping the client to self-reflect and learn from experience. Jaques and Clement advocate that managerial leaders acquire qualities of cognitive complexity, appropriate knowledge and skills, and wisdom about people. Coaching models help people to understand the coaching intervention from a systems perspective, and to understand the need for "structure" in the interaction between coach and client. The chapter identifies diversity, cultural, linguistic and gender issues that require flexibility and the development of new competences on the part of the coach.
