In this decision made by Lee Salmon we find a second way in which Generativity Two is enacted. It is to be found in the recruitment and identification of existing human services experts, as well as in the training of new coaches. A key feature is found in both options. This is the expansion of services beyond just oneself. We are no longer working as a lone Generativity One coach. There is now the Generativity Two engagement of many coaches in addressing large and complex issues—often enabling a successful movement to the Greater Good. Our new collaborators can provide additional resources in our movement to the Greater Good. Just an importantly, these collaborators may help to reaffirm our ambitious vision to achieve the Greater Good. Perhaps our desire for the Greater Good is something more than just our own Ego in overdrive. The Greater Good might just be attainable if “we get a little help from our friends” (and fellow coaches).
Ultimately, like the other three roles of generativity, Generativity Two is about leaving a legacy—about something of ourselves remaining after we move on to another project, retire from our profession, or come to the end of life. For King Arthur, it was a sense of legacy that the young boy, Tom of Warwick, represented. We would all like to be able to say “run boy run” to those we have influenced as coaches on behalf of the Greater Good. Is it possible for our round table (our own aspirations and accomplishment) to be reborn in another place and time? Can the boy (and those we have influenced) successfully proclaim: “right makes might!” (or whatever our set of values might be). He is only a boy—but he is brave and determined (hopefully like those who follow in our footsteps).
Generativity Three: It was not enough for Lee Salmon to devote time, energy and expertise to the task of leadership development in a large, governmental institution. He also wanted to be of benefit more broadly to the emerging field of professional coaching. It is with the Generativity Three role in mind that Lee helped to create the International Consortium for Coaching in Organizations (ICCO) and served on its board for many years. It is also a major reason why Lee published his important essay on coaching in the US government in IJCO.
Near the end of this essay, Lee offered the following lessons to be learned and shared from his executive coaching project (Salmon, 2009, p. 74):
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