Critical Moments in Executive Coaching examines the change process supported by workplace and executive coaching, making use of empirical evidence from the study of a range of real coaching conversations and coaching relationships.

Erik de Haan is Director of the Ashridge Centre for Coaching at Hult International Business School and Professor of Organization Development at the VU University in Amsterdam, the Netherlands. He is the programme leader of Ashridge¿s MSc in Executive Coaching and PG Diploma in Organisational Supervision. He has published more than 180 professional and research articles and 12 books, covering his expertise as an organisational consultant, psychotherapist and executive coach.

Introduction 1. Coaching is "doing research" 2. Critical moments in coaching: what inexperienced coaches have to say 3. Critical moments in coaching: what experienced coaches have to say 4. Critical moments in coaching: what coachees have to say 5. Critical moments in coaching: looking for a Rashomon effect 6. Critical moments in coaching: what coaching sponsors have to say 7. Lessons to apply in practice APPENDICES: examples of critical moments Appendix A: Critical moments of inexperienced coaches Appendix B: Critical moments of experienced coaches Appendix C: Critical moments of coachees Appendix D: Comparing critical moments of coaches and coachees Appendix E: Overview with examples of the critical moments of coachees, coaches and sponsors