Working Deeply is a guide for those coaches and leadership development professionals who want to help their clients engage in deep, transformational learning. The authors introduce readers to theories, concepts, and applied techniques, for undertaking transformational coaching, and provide coaching cases and examples illustrating the use of these tools. They also discuss the application of innovate research studies on such topics as mindfulness, mindsets, future selves, and narrative analysis to the area of transformational coaching. With strong positive reviews from thought leaders from several countries, Working Deeply is an important resource for anyone who strives to help others fulfill their human potential.
Executive coach & college professor, with 30 years of corporate talent management experience, and author of nine books, including Working Deeply: Transforming lives through transformational coaching (co-authored with Dr. Ken Ideus), and The Transformational Odyssey.
We believe that a necessary prerequisite to deep, transformational learning in coaching is that our clients are willing to remain open to what their life experiences can teach them. The hard part here is never in learning something new - rather it is in "unlearning."
What do I mean by this? Simply that an essential part of coaching involves helping clients to submit to self-examination, and then let go of, those untested beliefs, faulty assumptions, and self-sabotaging habits that are holding them back from personal growth.
The most difficult thing that any coaching client faces is not learning something new, but rather being able to unlearn ineffective, habituated ways of thinking and behaving. Being able to unlearn means that we take the risk of submitting for self-examination ways of thinking and acting that we have long since taken for granted. The inconsistencies that staff can see at the leadership level often result from leaders living in the conflict of new learning and old behaviors, without reaching a resolution. Robertson (2005), executive coach and author of the book, Always Change a Winning Team, argues that inconsistencies in leadership behavior are the greatest contributors to employee confusion and mistrust. Inconsistency is not generally an intended