ABSTRACT
This chapter comprises ‘having access to my whole self as coach’, with a team coaching intervention being described from the perspective of the coach. This illustrates the demands of working in groups for the introverted thinker. The chapter discusses mapping of a one-to-one coaching approach across to team work, and presents key methods and assumptions for successful team coaching. The danger of arrogance and a sense of superiority in the coach are highlighted with their potential to destroy trust in a coaching relationship. A powerful contrastive case study is presented which describes the way to be the coach who pays attention to contracting in order to enable trust and safety. The chapter also examines the consequences that arise when a coach fails to respect the client’s process.
