Bill Bergquist and Bill Carrier Goodwin Watson once wrote about the ingredients needed for effective, lasting change. He identified three domains in which change can take place. One domain is structure, with the second domain being process and the third domain being attitude/culture. Eventually, all three domains need to be engaged if change is to be sustained. We suggest that …

This is an interview with Bill Carrier--a senior executive coach who specializes in work with leaders of major organizations. The interview is conducted by Kevin Weitz as guest co-editor of two issues of The Future of Coaching that focus on work with clients who are facing the opportunities and challenges of receiving feedback as well as expert observations and perspective

William Bergquist conducts a 30 minutes interview with Bill Carrier, a successful leadership coach, and his exceptional client, Alex Petrov, who headed a program for many years directed toward lifting people in the Eastern Congo out of poverty.

Assessments don’t offer the Truth; rather, they offer the client (and coach) a lens through which to view the measured area of interest.

n service of further considering the idea of coaching as a multidisciplinary profession, here are some reflections on the components of the courses at West Point that built different perspectives and abilities in my work as a coach.

While having good judgment is essential to being a physician, being judgmental is actually detrimental both to good judgment and to the physician’s care.

In this issue, we create a Coaching tool chest—a perennially open issue of coaching tools, approaches, perspectives, questions, etc.

When clients know what they’ve done,  they can more easily see what needs to be done next—which is the basis of the conversation about renewing a coaching engagement.

During the 1970s, Paul Simon wrote a song about the “bridge over troubled waters.” There are obviously many kinds of troubled waters in our world today—some swirling around in our personal lives and others swirling around in the organizations where we work. Some of us help our coaching clients address the personal turbulence, while others of us help clients address …

This is the first of two connected issues on coaching.  We have written about the “terrain” of coaching and the various charted and uncharted parts of our profession, encouraging continued exploration and explanation of the whole and the pieces (like effective contracting, establishing trust, methods and perspectives, how to measure outcomes or starting points). There’s another way we sometimes segment …