Power and responsibility are given to you as an executive coach, both by yourself and your clients. Is it time to re-examine its implications? 

By Lindsay Wittenberg

The impact of the use of power has turned up for me in some unexpected places. In a triangular meeting at the start of a coaching programme a line manager frames his coaching objectives, and their achievement, as a tool for performance management. The coaching client not only considers the line manager’s objectives to be...

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