enter engagements as experts and sometimes saviors. The organizations they
work with have opened
not only their doors and their budgets, but also their
vulnerabilities and secrets. The coach gains privileged access to critical infor-
mation relating to financial situations, career concerns, strategies, challenges,
fears, hopes, and, most of all, dreams. Organizations, careers, and lives are at
stake. As Frances Hesselbein has said, the primary rule of the coach must be:
“First, do no harm.” Or, as Phil Harkins advises for those who enter organiza-
tions, above all, “Don’t make it worse.”
We advocate for coaching that is done in the spirit of the moral
responsibility—responsibility that the people and organizations affected by our
work deserve. Coaching, unlike management science, academic theory, or
consulting, is an exciting interpersonal journey. Coaches and clients form
strong bonds built on trust, openness, confidence, and achievement. We hope
that we enhance the coaching experience for all who read this book, whether
they are coaches by profession, or using coaching as a tool. For inspiration,
career enhancement, and thrill, the ride is incomparable. We believe that it
should be the time of your life.
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