ABSTRACT
In this chapter, the author talks about coaching methodology. He explores the application of theory in a way that supports the practice, before, during and after the actual coaching session. The first method the author uses to invite the coachees to keep their own process notes. This ensures that long after he leave, a summary of work, triggering and stimulating the achieved transformation that will be available. The second method he uses, whenever he's given the opportunity to coach a group of executives, is the creation of peer-coaching couples. This means going back after a few months have gone by to check up on progress and provide any support necessary. In order for this calibration to be effective, there needs to be some kind of measurement. As with everything else, measurement will be co-created and ideally agreed before the project begins.
