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 inappropriate for the successful fulfilment of his role, and has struggled to gain the line manager’s understanding of […]

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