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Margie Mauldin

It's mixed - the real key to success for coaches is even if they are being referred or "sent" for corrective coaching - they have the attitude and desire for learning and change. It doesn't always happen, and certainly not overnight, but you are correct -trust is a huge part of the formula. In a high ego leader - there needs to be a way for them to save face as they change.

Kevin Rutkowski

I better hold off on that plan, then.

I'm curious, do most of the executives that you work with hire you themselves or does someone else in the company require them to work with you?

Leslie

Fine. Roll duct tape around - get results - only you didn't include how she achieved the trust needed to be able to allow her to openly admonish her client in front of his peers or reportees. This is where the rubber meets the duct tape. We'd all like to express our frustration with non-productive emotional outburst, but they usually are the distintegrating lamb's cloak sitting atop a keg of dynamite, some of which are passive agressive members of the team and others can based on irrelevant defenses.

Margie Mauldin

Well.... although quite tempting, I think I would consider other alternatives. As the consultant referenced in the posting, I can attest to the effectiveness of humor and "progressive warnings". This high profile executive made great strides in his behavior and was respected by his team for his openness with this situation.

Kevin Rutkowski

Hmmm... I know a couple people that I'd like to use this technique with. Do you think that it's OK if I implement this technique without the other person's consent?

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