Title The Psychology of Executive Coaching: Theory and Application (2nd Ed)
Author Bruce Peltier
Publisher Routledge
ISBN 978 0 415 99341 8
Usefulness 5/5
The first edition of this book rapidly became a must-read on many coach training school lists. This second edition is even more deserving of classic status. Additions include four chapters looking at the kinds of psychopathology an executive coach might encounter; an introduction and evaluation of emotional intelligence; adult developmental theory and leadership development theory.

Other chapters look at assessment; the psychodynamic view; behavioural concepts; the person-centred approach; cognitive psychology and therapy; family therapy and systems thinking; the existential stance; social psychology; hypnotic communication; lessons from successful athletics coaches; the differences between workers, managers and leaders; ethics, and the transition from therapy into coaching.

Most of the chapters begin with a history of the theory, followed by examples of how it can be applied at work, a discussion of strengths and weaknesses, and summary points and resources.

Target readership is both mental health practitioners seeking to move into coaching, and coaching buyers and providers seeking to expand their psychological skills. Its goal – to translate psychological theory into executive coaching skills – is one Peltier has achieved easily.

Liz Hall is a coach and editor of Coaching at Work

Title Immunity to Change
Author Robert Kegan and Lisa Lahey
Publisher Harvard Business School Publishing
ISBN 978 1 422 11736 1
Usefulness 5/5
It’s not often I read a whole textbook, but this one I did. It’s about the familiar problem of making real change happen: “overcoming immunity to change”.

The writers are particularly generous in sharing their secrets. It’s all there – case studies and detailed instructions – so you can apply it to yourself before using it with individual clients and with teams.

In essence, the formula is as follows:

  • 1. What’s the “one big thing” I want to change?
  • 2. What do I do which undermines this?
  • 3. What if I were to adopt the opposite to my undermining behaviours – then what? Make a list. Would any of those really freak me out? Select those items you feel to be scariest.
  • 4. What’s the “Big Assumption” underlying these fears/worries I have? Spell out as: If I do x (scary behaviour) then y (this worry will be proven to be true).
  • 5. Test the Big Assumption. Set up experiments on the “if x then y” sequence. Gather data on what happens. Is the Big Assumption validated?

The authors make no pretence that this process is easy or quick, and generally this is a wise book. Some might find there are too many specifications on the steps to take. However, Kegan and Lahey make it easy to use what they describe and that’s what I really appreciated.

Jill Fairbairns is a chartered psychologist, executive coach and coach supervisor.

Coaching at Work, Volume 5, Issue 4