ABSTRACT
This case study highlights the challenges faced by a coach in a situation where the client expects them to ‘fix’ the organization's leadership and employees. Reflective questions for discussion include how a coach can navigate situations where stakeholders’ understandings of coaching are in opposition, how to handle a situation where the coach has biases towards or against the client, and how to respond to multiple stakeholders wanting the coach to take a side. The organization in question was a highly visible part of the broader public sector, and was subject to regular public scrutiny due to its responsibility for public policies. There were six of them waiting – three deputy chiefs, one of them being the newest hire with a rumor of being parachuted in by the chief, manager of operations, manager of administration, and Pedro, the chief.
