ABSTRACT
This chapter aims to not only outline why we should consider coaches’ work as inherently micropolitical in nature, but also to introduce some theoretical ideas and concepts that could be utilised to help our thinking about this particular feature of coaching practice. The chapter begins by outlining the centrality of micropolitics in everyday life. Following this, the focus then shifts to making an argument for coaches to develop their political astuteness skills. This topic is explored in two main subsections. These are: (a) reading the terrain of organisational life: understanding your own and others’ interests and (b) carrying others: interacting strategically in your coaching setting. Finally, the chapter concludes by summarising the key issues examined across these sections.
