ABSTRACT
While both the study of life stages and the nature of taking up an organizational role have been the subject of much contemporary work, with few exceptions, they have generally been split into personal and professional strands, with little in the way of systematic integration. While, on one level, becoming an organizational senior represents for most, a positive affirmation and culmination of a successful career, it also often brings with it a considerable increase in demands and responsibilities. This chapter offers a coaching case with a senior executive, and attempt, given experience with many other similar coaching engagements, to outline some general issues that seem representative of, and critical for ones' effectiveness in working with clients during this stage of life. It focuses on those men and women whose senior executive leadership roles carry sufficient authority potentially to have a significant impact on their organizations' functioning and future.
