{"product_id":"executive-coaching-for-results-isbn-9781576754481","title":"Executive Coaching for Results","description":"The field of executive coaching is growing at an astonishing rate. Corporations are increasingly turning to coaching as an intervention, as it offers leaders and managers both on-the-job learning and built-in follow-up.  But how can you make the best use of coaching within your organization? \u003cbr\u003e\u003cbr\u003e \u003ci\u003eExecutive Coaching for Results\u003c\/i\u003e helps this critical leadership development method come of age. This is not a “how-to-coach book”—there are already plenty of those—but rather a comprehensive guide on how to strategically use coaching to maximize development of talent and link the impact of coaching to bottom-line results. Underhill, McAnally, and Koriath draw on their rigorous original research (through Executive Development Associates) with Fortune 1000 and Global 500 companies such as Disney, IBM, UBS, Unilever and many others,\u003cbr\u003eand combine that with their years of industry experience to advance the state of the art. \u003cbr\u003e\u003cbr\u003e \u003ci\u003eExecutive Coaching for Results\u003c\/i\u003e includes topics such as:\u003cbr\u003e Integrating coaching into your organization’s overall leadership development strategy\u003cbr\u003e Locating and screening coaches worldwide\u003cbr\u003e Developing an internal coaching program\u003cbr\u003e Deciding which coaching assessments and instruments are appropriate to your situation\u003cbr\u003e Measuring the impact and ROI of coaching\u003cbr\u003e Following up after coaching\u003cbr\u003e\u003cbr\u003e Throughout, the authors provide numerous examples from major organizations such as Dell, Johnson and Johnson, Intel, and Wal-Mart. Offering practical learning, best practices, and illuminating case studies, this is the first definitive guide to the effective use of executive coaching in the corporate environment.Figures and Tables   \u003cbr\u003e Foreword by Marshall Goldsmith   \u003cbr\u003e Preface   \u003cbr\u003e Acknowledgments   \u003cbr\u003e Introduction\u003cbr\u003e Chapter 1--Understanding the Coaching Field   \u003cbr\u003e What is Coaching?   \u003cbr\u003e Purpose of Coaching--Why?   \u003cbr\u003e What Does Coaching Replace?   \u003cbr\u003e Who Gets Coaching?   \u003cbr\u003e Coaching Highlights\u003cbr\u003e Chapter 2--The Importance of Culture and Leadership Support   \u003cbr\u003e Culture Counts      \u003cbr\u003e Get Leadership Support   \u003cbr\u003e Why Is Coaching Different?      \u003cbr\u003e Marketing Matters\u003cbr\u003e Coaching Highlights   \u003cbr\u003e Chapter 3:--Linking Coaching to Leadership Development, Talent Management, and Human Resource Practices   \u003cbr\u003e Link to the Leadership Development Strategy   \u003cbr\u003e Linking to the Talent Management Approach   \u003cbr\u003e Linking to Leadership Development and Human Resources Personnel   \u003cbr\u003e Coaching Highlights\u003cbr\u003e Chapter 4--Managing the Coaching Engagement   \u003cbr\u003e Prepare the Executive for Coaching   \u003cbr\u003e Leaders: Make the Most of Your Coaching, Sue Brown SJ Brown \u0026amp; Associates; Study Researcher   \u003cbr\u003e Prepare the Boss for Coaching   \u003cbr\u003e Don’t Underestimate Matching   \u003cbr\u003e Watch for Stalls   \u003cbr\u003e Find Mismatches and Fix Them Quickly   \u003cbr\u003e Get Clear on Length and Frequency   \u003cbr\u003e Coaching Lite: the Wal-Mart Way, Heidi Glickman \u0026amp; Margaret Durr Wal-Mart   \u003cbr\u003e Reaching the APEX: How Agilent Leaders Benefit from Tiered Options for the Duration of Coaching, Christine Landon \u0026amp; Alison Hu Agilent Technologies   \u003cbr\u003e Thoughts on Duration, Carol Braddick Graham Braddick \u003cbr\u003e Partnership; Study Researcher   \u003cbr\u003e Activities in Coaching   \u003cbr\u003e Know the Costs, But That’s Not All\u003cbr\u003e Chapter 5--The Toolbox: Instruments and Assessments   \u003cbr\u003e Why Use Assessments?   \u003cbr\u003e Gather Feedback   \u003cbr\u003e Expanding the Tool Box   \u003cbr\u003e Determining Instrument Policies   \u003cbr\u003e How to Manage Tool Selection   \u003cbr\u003e Chapter 6--Balancing Consistency and Flexibility   \u003cbr\u003e Be Consistent--Or Not   \u003cbr\u003e Keeping Coaching Alive: Nearing a Decade of Success, Pat Santillanes, Anthony Lamera \u003cbr\u003e California Public Employees’ Retirement System (CalPERS)   \u003cbr\u003e Add Consistency to Taste   \u003cbr\u003e Coaching Across 200 Companies: Providing a Systematic Framework, Respecting Entrepreneurial Cultures, Janet Matts Johnson \u0026amp; Johnson   \u003cbr\u003e Behind-the-Scenes: Managing a Global Executive Coaching Practice, Kimberly Arnold, Barbara Kenny (Dell, Inc.) \u0026amp; Steve Sass Alliance for Strategic Leadership   \u003cbr\u003e Chapter 7--Building an Internal Coaching Program   \u003cbr\u003e Consider the Opportunity   \u003cbr\u003e Compare Internal to External Coaching   \u003cbr\u003e The Positives of Internal Coaching   \u003cbr\u003e Internals as Coaches, Elaine Roberts \u0026amp; Kim Deutsch The Progressive Group of Insurance Companies   \u003cbr\u003e Internal Coaches at Intel, Lori Severson \u0026amp; Dorothy Lingren Intel Corporation   \u003cbr\u003e Challenges for Internal Coaches   \u003cbr\u003e Leader-as-Coach   \u003cbr\u003e Coaching Mastery at Bell Canada, Mary O’Hara Bell Canada   \u003cbr\u003e Coaching within Saudi Aramco, Kenneth J. Rediker, Ph.D. Saudi Aramco   \u003cbr\u003e Mentoring   \u003cbr\u003e The Debate Continues   \u003cbr\u003e Chapter 8--Measuring Impact\u003cbr\u003e Start at Satisfaction with Coach\u003cbr\u003e Include Impact Metrics   \u003cbr\u003e Ask the Boss to Assess   \u003cbr\u003e Follow-up with Another \u003cbr\u003e Measure Return-on-Investment   \u003cbr\u003e Measuring the Impact, Deborah Swanson Sony Corporation   \u003cbr\u003e What Makes Executive Coaching Effective?, Mary-Wayne Bush The Foundation of Coaching; Raytheon   \u003cbr\u003e The Bottom Line   \u003cbr\u003e Chapter 9--The Art of Finding Qualified Coaches\u003cbr\u003e Qualifications   \u003cbr\u003e Locating Coaches   \u003cbr\u003e Coaching Vendor Selection Process Janet Weakland, Bob Gregory and Cheryl Ramirez BP   \u003cbr\u003e Advantages for Using a Trusted Single Provider for Executive Coaching Sources Kristin Olsen Thrivent Financial   \u003cbr\u003e Screening Coaches   \u003cbr\u003e Unilever’s Executive Coach Assessment Process Sam Humphrey Unilever   \u003cbr\u003e Does Certification Matter?   \u003cbr\u003e Chapter 10--Creating a World Class Coaching Community   \u003cbr\u003e Why It Matters   \u003cbr\u003e Stay Connected to the Pool   \u003cbr\u003e Dell’s First Annual Global Coaching Forum:   \u003cbr\u003e Keeping the Partnership Strong Kimberly Arnold \u0026amp; Barbara Kenny (Dell, Inc.)  \u0026amp; Steve Sass (Alliance for Strategic Leadership)   \u003cbr\u003e Building Community with Coaches Janet Matts Johnson \u0026amp; Johnson   \u003cbr\u003e Develop Coaching Talent   \u003cbr\u003e Know How Coaches Tick   \u003cbr\u003e Chapter 11--Life After Coaching   \u003cbr\u003e When Coaching Interventions Terminate Harris Ginsberg Chemtura Corporation   \u003cbr\u003e Renegotiate the Relationship   \u003cbr\u003e Boost the Fading Finish   \u003cbr\u003e Internals Can Continue Support   \u003cbr\u003e Keep Coaching Alive From the Inside Kevin Wilde General Mills   \u003cbr\u003e Beware of Dependencies   \u003cbr\u003e Self-Coaching   \u003cbr\u003e Keep the Measures Coming   \u003cbr\u003e Chapter 12--The Future of Coaching   \u003cbr\u003e Practice Standardization\u003cbr\u003e Results Focused   \u003cbr\u003e New Forms of Coaching\u003cbr\u003e Developmental Coaching William Hodgetts, Ph.D. Fidelity Investments   \u003cbr\u003e Regulation   \u003cbr\u003e Coaching through Technology   \u003cbr\u003e Industry Trends   \u003cbr\u003e Closing Thoughts   \u003cbr\u003e Coaching Program Design Checklist   \u003cbr\u003e Afterword by Richard J. Leider   \u003cbr\u003e About the Authors   \u003cbr\u003e About the Contributors   \u003cbr\u003e References“Finally, the best of the corporate executive coaching world all in one place!  This is the definitive guide.” \u003cbr\u003e \u003cb\u003e— Marshall Goldsmith, author of \u003ci\u003eWhat Got You Here Won't Get You There\u003c\/i\u003e \u003cbr\u003e \u003c\/b\u003e\u003cbr\u003e “Required reading for HR executives, practitioners, and all students having a serious interest in the development of leadership talent.”\u003cbr\u003e \u003cb\u003e—Dr. Laurence S. Lyons, founding director, The Metacorp Group, and editor of \u003ci\u003eCoaching for Leadership: The Practice of Leadership Coaching from the World’s Greatest Coaches\u003c\/i\u003e \u003cbr\u003e \u003c\/b\u003eBrian O. Underhill, Ph.D., is an industry-recognized expert in the design and management of global executive coaching implementations.\u003cbr\u003e Brian is the Founder of CoachSource. He oversees worldwide coaching operations through a pool of over 600 leadership coaches. His executive coaching work helps executives achieve positive, measurable, long-term change in leadership behavior.\u003cbr\u003e Brian is the engagement leader for the High-Impact Executive Coaching research study. His most recent article on Agilent Technologies’ coaching pro- gram appears in Coaching for Leadership, second edition, (Pfeiffer: 2006) and Best Practices in Leadership Development and Organization Change (Pfeiffer: 2005). He is a regular speaker at The Conference Board, Linkage, ASTD New York and LA, HRPS New York, PCMA and other industry events.\u003cbr\u003e Brian’s clients include Agilent Technologies, AT\u0026amp;T, CalPERS, Dell, Johnson \u0026amp; Johnson, Motorola, and Sony. His nonprofit work has benefited the Drucker Foundation, St. Vincent de Paul Village, and the Union Rescue Mission.\u003cbr\u003e Brian has a Ph.D. in organizational psychology from the California School of Professional Psychology, and a psychology degree from the University of Southern California.\u003cbr\u003e Brian lives near Silicon Valley with his wife Lisa and children Kaitlyn and Evan. He is an avid soccer player and musician. He can be reached at: brian@coach-source.com or www.coach-source.com.\u003cbr\u003e Dr. McAnally’s background includes over 20 years working in or consulting for businesses in the areas of strategy development, leadership development, executive coaching, training and education, and change management. She holds a B.A. in psychology and a master’s and Ph.D. in organizational psychology.\u003cbr\u003e Her consulting practice includes developing executive coaching and leadership development programs; planning and designing transition strategies; facilitating workshops and strategy sessions; developing training and education programs; company culture change; designing organizational and employee assessments; creating new organizational structures, roles, and responsibilities; communication planning and strategies; improving group processes; and transitions for implementation of new processes and technology in companies. Dr. McAnally also operates a research organization providing industry shared-research, directed-research, and thought-leadership. Her research background includes academic research, practical industry-wide studies, and written reports, articles, and publications.\u003cbr\u003e Dr. McAnally’s client list includes large and small companies representing retail, healthcare, grocery, and manufacturing industries. Her clients include American Eagle Outfitters, Babycenter.com, Barnes \u0026amp; Noble Booksellers, eToys, Dockers Khaki’s, Hallmark Specialty Retail Group, HealthCare Partners, JC Penney, Jos. A Bank, Limited Inc., Neiman Marcus, Nordstrom, Party City, Rockwell International, Sears Canada, Sony Electronics, Teleflora, TJMaxx, Victoria’s Secret Direct, and Wal-Mart. Kimcee can be reached at Kimcee@coach-source.com.\u003cbr\u003e Dr. Koriath is a psychologist with a multidisciplinary career. He is President of Full Circle Learning, Inc. and Vice President, Leadership\u003cbr\u003e Through Personal Development at ExecutiveNetworks, Inc. where has helped to create and deliver a community of practice networking experience to leaders of Fortune 1000 companies. John has held various positions with Executive Development Associates, Inc., and was VP of Research directing the seminal research study this book presents.\u003cbr\u003e John is drawn to projects, people, and relationships that seek to bring positive change to twenty-first century living. He approaches his work with a diverse set of skills and experiences gathered in a career as an educator, scientist, and therapist.\u003cbr\u003e John is a cofounder of the Turtle Island Project, a nonprofit organization whose programs integrate principles of mind and body through the teachings of Native American rituals and ceremonies. John is a student and instructor in the martial art of Aikido.\u003cbr\u003e John also served for ten years on the faculty of Arizona State University, where he taught in the field of psychology. During that time he conducted psychophysiological research, in part as the Flinn Foundation Fellow for Cardiovascular Research.\u003cbr\u003e Dr. Koriath published a variety of articles and book chapters while in academia. More recently his chapter, “Using Communities of Practice to Extend Learning beyond Classroom Walls,” was in The Future of Executive Development, James F. Bolt, ed., 2005, Executive Development Associates, Inc. He also co-authored High-Impact Executive Coaching, research conducted with Executive Development Associates, Inc. in 2005.Coaching Has Come of Age\u003cbr\u003e\u003cbr\u003e Coaching has now come of age.\u003cbr\u003e\u003cbr\u003e Given the rapid and extensive growth of this industry, it is not surprising that there is confusion regarding the field of executive coaching among corporations, coaches, and the executives who seek a coach. There currently is no official voice of the corporate coaching industry. Thus there is a clear, unfilled need among corporate coaching practitioners for a definitive source on corporate coaching.\u003cbr\u003e\u003cbr\u003e Organizations worldwide are scrambling to make the most of this highly touted, yet somewhat mysterious, development intervention. What is coaching? What happens in coaching? How do you find good coaches? How do you know whether coaching has been successful?\u003cbr\u003e\u003cbr\u003e Why Now?\u003cbr\u003e\u003cbr\u003e Just within the past ten years the coaching industry has realized explosive growth. There are now an estimated 40,000 coaches worldwide,1 with an estimated $1–2 billion in yearly revenues. Many organizations are now making external coaching a high priority in their leader development strategies. Some are now five to ten years into an in-depth coaching implementation, serving hundreds—if not thousands—of their executives. Coaching has achieved a place as both a professional and a profitable business.\u003cbr\u003e\u003cbr\u003e A 2004 Harvard Business Review article2 coined the industry the Wild West of coaching, in response to the prevailing mood of the time. Major organizations sponsored several industry-wide research studies to get a better handle on this promising methodology.\u003cbr\u003e\u003cbr\u003e What explains this incredible growth? For one thing, the ever-increasing pace of change requires organizational leaders to develop quickly, and in the context of their current jobs. Traditional training programs are often set up to train or educate large numbers of people, but not to focus on a specific individual’s development needs. Coaching offers an individualized development option without removing leaders from their work.\u003cbr\u003e\u003cbr\u003e Second, the war continues for leadership talent. As the hunt to find and retain talent intensifies, many companies have viewed coaching as a way to compete in the marketplace to attract and retain that talent. Several organizational leaders we met said they would not still be at their companies if they hadn’t received coaching.\u003cbr\u003e\u003cbr\u003e Coaching in organizations grew with the rise of 360-degree feedback deployment in the early 1990s. Companies began offering one- or two-hour debrief sessions with an external coach to review the feedback. Organizations found that the feedback seemed to stick better, and leaders liked the opportunity to work with an unbiased external professional. More leaders, as well as many intact teams, found the process helpful for their development—and as leaders grew as executives, they recommended coaching to others.\u003cbr\u003e\u003cbr\u003e Gradually, the standard coaching offer expanded to several sessions, several months, and eventually to 6- to 12-month assignments, and beyond. Coaches were a mixture of consultants and trainers, psychologists, and former leaders inside industry. Organizations began to target coaching for high-potential or high-performing leaders, rather than those experiencing performance problems.\u003cbr\u003e\u003cbr\u003e Today, name-brand organizations such as Dell, Johnson \u0026amp; Johnson, Wal-Mart, and Unilever have large managed coaching programs serving countless executives and use pools of highly-screened coaches, in all parts of the world. Coach qualifications are now more consistently understood, and coaches operate in more countries than ever before. In addition to individual coaches, organized coaching networks, boutique firms, and large players serve the industry.\u003cbr\u003e\u003cbr\u003e Coaching is also moving internally, with many organizations training internal practitioners to coach leaders. This idea is popular primarily for expense purposes and with companies who view their organizational culture as highly unique. Internal coaching is most frequently being implemented at the mid-manager and first-line supervisor level. External coaches remain the most popular solution for executives.\u003cbr\u003e\u003cbr\u003e Coaching’s rise in popularity impacts the use of traditional executive development methods. We found that in-house training, formal mentoring, and external education are at times being displaced by executive coaching. As a result, many trainers and consultants now deliver their specialized content with coaching included. For example, a time management class may now include follow-on coaching sessions.\u003cbr\u003e\u003cbr\u003e We are also seeing more organizations looking to create a coaching culture. Companies are training their leaders to better coach others in work-related situations. As more organizations understand the results of coaching, they are offering leader-as-coach training.\u003cbr\u003e\u003cbr\u003e The benefits include one-on-one focused development, specialized personal learning, confidentiality, and personal accountability for improvement. In addition, coaching provides leaders the opportunity to develop individual capabilities faster than most instructional programs can, and in areas where training programs do not exist. The main challenges for coaching remain its relatively high costs and difficulty in measuring results.\u003cbr\u003e\u003cbr\u003e Generally, senior leadership’s support and enthusiasm for coaching is on the increase. This can easily vary from company to company, however. We also found a gap between leaders receiving coaching and those willing to publicly endorse coaching to others. Perhaps there is still a stigma attached to having a coach in some companies.\u003cbr\u003e\u003cbr\u003e Although coaching is still a rapidly growing field, many answers and best practices are now available to guide the development of the industry. The industry is not as out of control as some would suggest. The Wild West is being tamed (as it was in real life).\u003cbr\u003e\u003cbr\u003e The industry’s growth is showing no signs of slowing down. A recent Hay Group survey3 of HR professionals found that more than 50 percent had established a coaching program in the past 18 months. Coaching was estimated to be growing at about 40 percent per year. Another survey by The Chartered Institute of Personnel and Development4 found that 79 percent of responding companies were using coaching.\u003cbr\u003e\u003cbr\u003e In the following review of coaching, The Conference Board shares trends from its industry-leading conferences.\u003cbr\u003e\u003cbr\u003e Conference Trends in Executive Coachin\u003cbr\u003e\u003cbr\u003e Susan diamond The conference Board\u003cbr\u003e\u003cbr\u003e Executive coaching has become an accepted best practice in the field of executive and management development, evidenced by the fact that two conferences and two seminars staged by The Conference Board are dedicated exclusively to the topic of executive coaching.\u003cbr\u003e\u003cbr\u003e Begun in the early 2000’s, the first coaching conferences attracted audiences seeking basic knowledge about an emerging field, which commonly focused on executives who needed fixing. As coaching evolved from a remedial intervention into a perk for C-suite and high-potential executives, knowledge and sophistication about coaching practices have increased. In response, The Conference Board added seminars and forums in 2004 to satisfy the interests of more senior-level practitioners.\u003cbr\u003e\u003cbr\u003e Corporate presenters, Advisory Board members, and attendees at these events engage in active dialogue. They represent such leading public, private, and government institutions as Morgan Stanley, Colgate Palmolive, Bank of America, Dell, Prudential, Getty Images, Pfizer, Prudential, 20th Century Fox, Johnson \u0026amp; Johnson, H. O. Penn Caterpillar, McGraw Hill, McKinsey, Pepsi Cola Bottling Group, NASA, the Office of the Comptroller of the Currency, and the United States Navy.\u003cbr\u003e\u003cbr\u003e New directions and trends in coaching best practices were striking in these exemplary recent presentations:\u003cbr\u003e\u003cbr\u003e • Intel—presented a study citing an ROI of its coaching program of more than600 percent;\u003cbr\u003e\u003cbr\u003e • Goldman Sachs—links coaching to specific business goals;\u003cbr\u003e\u003cbr\u003e • Weyerhaeuser—the key role played by coaching in a rapid transformation and new identity for the sales organization;\u003cbr\u003e\u003cbr\u003e • Wachovia—expects tight partnerships of internal HR and external coaching providers;\u003cbr\u003e\u003cbr\u003e • GE and American Family Insurance—developed an internal coaching cadre of HR and OD professionals;\u003cbr\u003e\u003cbr\u003e • MTV—increasingly recognizes the significance of adult learning and development theory in informing their coaching program;\u003cbr\u003e\u003cbr\u003e • Avon—as part of global talent management, it prefers only coaches whose work is results—guaranteed for high potentials;\u003cbr\u003e\u003cbr\u003e • Hasbro—links coaching to off—site executive development and strategy seminars held at Dartmouth;\u003cbr\u003e\u003cbr\u003e • Deloitte—now requires training in coaching skills for all of its partners;\u003cbr\u003e\u003cbr\u003e • ABN\/AMRO—trains line managers from their business units in coaching skills.\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e Going forward, seminars and forums will continue to keep pace with trends in the field of coaching. Themes frequently mentioned on evaluations include:\u003cbr\u003e\u003cbr\u003e • What are the best coaching models? What are the implications of adult learning theory? Is there a physiological basis for good coaching methodologies? What is the connection between coaching and psychology?\u003cbr\u003e\u003cbr\u003e • How do you effectively introduce a coaching program within a corporation, ensure consistency in global coaching programs, and create a coaching culture?\u003cbr\u003e\u003cbr\u003e • The critical link of coaching to leadership development, talent management, organization design, and business strategy.\u003cbr\u003e\u003cbr\u003e • Coaching credentials.\u003cbr\u003e\u003cbr\u003e • When should internal coaches be used? In what situations are external coaches more effective?\u003cbr\u003e\u003cbr\u003e • How do you match coach to coachee? How do you measure results, including ROI? What about the issue of confidentiality?\u003cbr\u003e\u003cbr\u003e • Do women leaders require different approaches to coaching? Are there diversity and generational implications in coaching?\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e Based on our research, we know that executive coaching is not just a fad, but a permanent mainstay in the development marketplace. Sixty-three percent of organizations in this study expected to increase their use of coaching over the next five years. Nearly all the remaining companies plan to continue with their current spending, and only 2 percent plan to decrease their coaching budget.\u003cbr\u003e\u003cbr\u003e The most encouraging statistic came from the customers of the process—the leaders themselves. Ninety-two percent of leaders who have been coached indicate they would hire one again when the time is right.\u003cbr\u003e\u003cbr\u003e About the Book\u003cbr\u003e\u003cbr\u003e This book will serve as the definitive guide and should be required reading for anyone responsible for designing and\/or managing a corporate coaching program. It is written for leadership development practitioners, strategic HR, the talent management group, internal and executive coaches, as well as for executives and leaders seeking to make the most of their coaching experiences.\u003cbr\u003e\u003cbr\u003e The vast majority of learnings and examples could be applied to any industry, company, or organization. Likewise, the examples and experiences could occur in large, mid-size, or small organizations; private or publicly held firms; government entities; or start-up or established companies.\u003cbr\u003e\u003cbr\u003e This book offers a robust 3—D view of the industry, depicting the similar and contradictory perspectives of organizations, coaches, and leaders. No other publication on the market today can make this claim. This information is invaluable in its contribution to a holistic approach to coaching and the evolution of the industry. Although the book approaches the coaching field from the viewpoint and experience of the three authors, it is influenced by the research study and participation of organizations that have contributed feedback, callouts, and insight into their company’s practices.\u003cbr\u003e\u003cbr\u003e We invite you as the reader to join the author, coaches, and practitioners from leading Fortune 1000 and Global 500 organizations in a journey to understand the state of the art in executive coaching and extend its impact in the business world.\u003cbr\u003e\u003cbr\u003e Yes, coaching has clearly come of age.","brand":"Berrett-Koehler Publishers","offers":[{"title":"Default Title","offer_id":46302521065701,"sku":"NP9781576754481","price":37.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781576754481.jpg?v=1767726516","url":"https:\/\/k12savings.com\/es\/products\/executive-coaching-for-results-isbn-9781576754481","provider":"K12savings","version":"1.0","type":"link"}