ABSTRACT
In this chapter, the author talks about becoming a coach. Executive coaching aims primarily at increasing performance in order to increase profitability. For executive coaching, the way partly lies in being able to naturally separate content from process, in his opinion, the distinguishing factor between a "good enough" coach and a coach who offers excellence. Whereas there is a fair amount of literature on how to coach, some of it particularly good, the author feel some other questions are slightly overlooked, avoided or even sugar coated under a thin, politically correct frosting of "anyone can coach" or something to that effect. He presents some answers, as his experience and expertise dictate, on four important questions, which one may wish to also ask themselves before reading on, especially if they have not yet fully committed to becoming an executive coach: Who, why, when and how. He also describes who should not become an executive coach.
