I identify the primary behavior the client would like changed and work on only that. If there is more than one area the client could productively work on, we prioritize them so that the client can order the changes. Generally, I set realistic goals and a pace for achieving them and focus on no more than three specific issues in a six-month period.

I help clients see and come to terms with their own individual barriers to change. By helping clients see and understand their resistance in the context of exploring a more attractive, alternative way of being, they can view their options more dispassionately, weigh the consequences of holding onto old patterns, and embrace a commitment to more effective behaviors.

Asking questions about the context for the client's behavior, such as other individuals in the workplace and the organization's structure, expectations and culture helps me understand the client's operating environment while building the client's ability to observe, interpret, and influence the behavior of others.

I use a variety of techniques adapted to the session and client. Those I use most frequently include asking focused questions to that lead to a full and correct understanding of the situation; agreeing on the most useful way to characterize the issue; and developing a strategy and tactics to resolve it.

Other techniques include reframing the issue so that the client sees it as an opportunity for creativity and growth, and asking clients to visualize how they would behave in a circumstance in a way that is different from their usual pattern. In this way, the client mentally rehearses a new way of being.

Related, I often develop and help the client rehearse scripts for handling challenging interpersonal situations. This method not only gives the client a model for handling those situations; by rehearsing and using the scripts, the the client internalizes an attitude and vocabulary for working productively with and through other people.

At times, I will get other people involved in the change process. A client can share assessment findings and 360 feedback with important colleagues and make a public commitment to change. Most enduringly, by internalizing the learning and problem solving approach of coaching, the client becomes increasingly self-directing and capable of creative, collaborative work.

Sources of data I use in coaching include what the participant reports, what other people say about the participant (360s, interviews), the participant's work product (including reports and emails), and what I observe.