Myth: If a change was the right call, it should feel good right away. Reality: Even the right change usually comes with a stretch of uncertainty.

When an organization pays for coaching, three roles are involved: - The sponsor supports or funds it. - The client receives the coaching. - The coach partners with the client. Naming each role early keeps everyone clear.

Reframe (v.): to look at the same situation from an angle that shows you more options. It's step two of getting unstuck: name it, reframe it, move forward.

Every transition starts with an ending. Then comes an in-between stretch. Then a new beginning. 🔄 That's William Bridges' transition model. A coach can help most in the middle, where people tend to rush.

Coaching (n.): partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. That's how we define it. How do you define coaching?

A coaching culture needs visible support from leaders. They should: 1. Take part in coaching. 2. Help others access it. 3. Make room for coaching conversations in everyday work. Which action could you take this week?

Coaching Tip: Map the professional relationships that could support your clients. - Who brings a different skill? - When might a referral help? - What boundaries need to be clear? Start with your client's needs and don't forget to protect their confidentiality.

Myth: You need a clear goal before you hire a coach. Reality: Figuring out the goal is often where coaching starts.

Frequent moves can interrupt a career and a sense of direction. The UK Armed Forces spouse program uses coaching to help participants explore what comes next and rebuild confidence. Read their story: coachingfederation.org/resou…