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Chapter 5. The Challenge Prior to Change: How Brain Science Can Bring Managers and Leaders from Idea to Action Orientation
     
    The fundamental task of all coaching is to provide a context for change. This is true whether the coach is an external coach, an internal coach, the manager acting as coach, or is self-coaching. This context is powerfully dominated by language and emotion. The more tools we have to inform our language and emotion, the better our position to make intelligent coaching decisions. When managers or leaders try to improve things, they have to create the change they want or manage the change that is confronting them. The bottom-line goal is usually to increase pleasure, productivity, or profits, but the process to get to that place is far from simple, purely analytical, or obvious.
    In fact, transformational leadership relies on the leader’s own ability to change. 1 Change within an organization may range from local or intra-organizational reorganization to mergers and acquisitions, and leaders may have to know how to lead and follow in order to model this for other members of their organizations. 2 Although external change is easily detectable, it is not always accompanied by “true” or “real” change.
     
    Why Is Change