This is particularly evident in the world of work. Not only are coaching skills showing up more often in leaders and managers, but also more and more organizations are investing in training in those skills. There is an awareness that the transformative power of coaching in organizations is not just about learning skills or even the practice of

In part 3 we will look at the three core principles in the co-active model—fulfillment, balance, and process.

We may consider it a thought, or a hunch, or a gut feeling. Regardless of how we define it, the impulse emerges from our intuition.

Eventually, the coachee will need to choose a perspective—one of the perspectives you have been playing

you share your observations as clearly as possible, but without judgment. You tell coachees what you see them doing. Sometimes, articulation takes the form of the hard truth,

Your willingness to be courageous will be a model, a mirror for your coachees.

I have a sense . . . May I tell you about a gut feeling I have? I have a hunch that . . . Can I check something out with you? I wonder if . . . See how this fits for you.

The neuroscience research reinforces what coaches have known from experience: where the attention goes, energy flows. And that energy is generative. It actually creates new neural pathways—

FIGURE 6 The Process Pathway