ABSTRACT
On the skills rating, most, especially those from a Human Resource background, rate themselves at 7 or 8 out of 10. Participants coach less often on issues like anger management, remediation, leadership development and mentoring. Participants mostly come for an easy coaching tool-box. They want to know which coaching technique to use for which purpose and situation. Participants are always concerned about how they can be able to coach their colleagues and leaders despite the resistance to changing outdated workplace behaviour. At the same time, numerous multinational companies and leaders enter Asia on a regular basis to set up their own company and culture, causing transition and culture changes. Creating the psychological safe space for effective coaching sessions is a huge difficulty when the author are coaching in the office. Often a role-play between two different identities in conversation reveals more in terms of the psychological conflict than most questions uncover.
