Coaching: Definition, principles, qualifications illustrated by a case vignette

Coaching is presented in this paper with its specific topics and aims diffe rentiating between one-to-one coaching, as opposed to group coaching, as we ll as team and multi-team-coaching. In comparison to supervision, coaching is more related to everyday working life beyond the helping professions. Co mpared with counselling in general it is more specific in its tasks and goa ls aiming at a balance between efficiency and humanity. Coaching regularly focusses on three main topics which are: crisis, power and action at an ins titutional level. In order to be a good coach it is necessary to have the f ollowing characteristics: Communication skills and enjoy working with peopl e, clarification of areas of responsibility and the resources required, gen eral empathy for the parties involved, as well as flexibility and awarness of the financially feasable solutions. Furthermore, acceptance of solutions at a rational and a human relationship level, a touch of Machiavellism, tr ansparancy and authenticity, credibility and the ability to convince. frust ration tolerance and patience, readiness for evaluation and feedback and la st but not least. humour, are necessary personal requirements. Cooperation between the author and a top manager are illustrated in a case study. The m anager, who hat to change a decision relating to his job, clarified his mot ivation in the course of the coaching and reached a satisfactory position i n the job hierarchy. My ideas above are illustrated and discussed in the co ntext of the case study.