ABSTRACT
This chapter describes the coaching program. In contrast to Palmer’s third thing, a metaphor that allows discussion of the concrete, the third thing for coaching the development of leadership is the change-work itself, with all of its concrete and specific challenges, struggles, and successes. Drawing on the experience, and some of the literature on coaching and related topics and using case vignettes based on actual coaching experiences, the chapter describes principles and methods to make coaching more effective and the pitfalls to avoid. These principles and methods can be used and adapted in a variety of settings to develop and sustain health professionals who seek to improve health care. Before discussing the experience in greater detail, it is useful to consider some of the traditional types of health-care faculty-trainee relationships and their features to better understand how one can see “coaching” as similar to or different from them.
