As visionary and illuminating as it is instructive and practical, A Shift in Being is a guide for all those who desire to support others to explore and transform their inner world, and to embody new levels of personal reality. This book takes you on an inspiring journey that reveals how transformational coaching is perfectly positioned to enable people to experience and express their true selves. Not by using an intellect-driven, 'figure it out' approach, but by shifting their attention to what is emanating from deep within. Their paradigm then shifts, radically changing how they experience themselves and the world around them. In clear, relaxed prose, Leon VanderPol takes you through the process of facilitating soul-deep transformation, masterfully weaving together coaching, healing, psychology, and spirituality with an in-depth knowledge of what it takes to open people to their highest truths. -The first part explores the stages, patterns, and dynamics of human transformation--essential knowledge for all those who do transformative work. -The second part introduces the Deep Coaching approach and nine transformative practices that will forever change the potentials of your work. In fact, A Shift in Being will change your life - and through you, the lives of others.

"Deep Coaching" operationalizes the profound teachings of the Enneagram so that coaches can use specific processes, tools, and strategies to empower and support the transformation of their clients. Howe-Murphy takes coaches beyond identifying nine dominant personality traits and patterns to help them stimulate real transformation.

People do their best work when they are motivated. This may sound obvious, but while people managers instinctively agree with the centrality of motivation at work and its impact on employee engagement, their practices do not follow. With so much "real work" to do every day, how can managers also carve out time to learn, engage, build relationships, tap motivation, encourage development, and inspire? The problem is a false dichotomy between the world of business and that of people development. What if managers were able to systematically transform everyday business issues into meaningful, developmental coaching opportunities with employees at the same time? This proven coaching approach radically shifts conversations away from either-or propositions and uses an entirely different lens: transforming business challenges by connecting them directly to employee motivation to achieve the desired business result while dramatically increasing employee engagement. And all this comes none too soon as leaders must rethink the way they lead given the modern realities of organizational life. Among them: A rapidly changing workplace and increasing uncertainty that requires a fundamental shift in the leader’s approach, including the distribution of authority and the expectation that employees take responsibility for their own learning Pervasive and persistent employee disengagement, characterized by employees who no longer accept the organization’s priorities at the expense of their own, where organizations that continue to dictate terms will find ongoing challenges with costly employee turnover and lack of engagement During the past decade, the Developmental Coaching Model has been taught across the globe in nine languages and has been enthusiastically embraced by thousands of managers while dissolving the invisible barriers that block individual and organizational development and business success.

With over 100,000 copies sold, The Prosperous Coach has helped thousands of coaches and consultants build their businesses by invitation and referral only.

Third generation coaching proposes a form of dialogue where coach and coachee are focused on creating space for reflection through collaborative practices and less concerned with fabricating quick solutions. Aspiring to achieve moments of symmetry between coach and coachee, where their dialogue is driven by a strong emphasis on meaning-making, values, aspirations and identity issues. Coach and coachee meet as fellow-humans in a genuine dialogue. Marking a new trend in coaching, based on the acknowledgement of changes in society, learning and knowledge production, as well as leadership, while distinguishing itself from the existing models (pop coaching, GROW model, etc.). Third generation coaching is based on a fresh analysis of our society – a society that is characterized by diversification, identity challenges, abolition of the monopoly of knowledge, lifelong learning, and the necessity for self-reflection. Providing quality material to guide ambitious practitioners and high level coaching education programs, in an accessible format. A Guide to Third Generation Coaching advocates a revisited and innovative approach to coaching and coaching psychology, advantageous for learners and practitioners alike, by supporting the reader as a reflective practitioner. ”In this insightful book Reinhard Stelter takes coaching to a new level. With its new perspective, it will make an outstanding contribution to the field.” Prof Stephen Palmer, Centre for Coaching, London, UK, President of the International Society for Coaching Psychology (ISCP) “This book is a wonderful contribution to further theoretical understanding and evidence-based practice within Coaching and Coaching Psychology. Reinhard provides us with a look at the foundations contributing to this field, the benefit of his experience and learning, and the evolution of thinking to our current state. Whether you are a coach, coaching psychologist, leader, manager or student, you will find this an excellent resource to expand your thinking, reflection, exploration, and learning on your journey.” Diane Brennan, MBA, MCC, Past-President International Coach Federation (ICF) in 2008 “A thoughtful and wide ranging journey through the philosophy of coaching. Professor Stelter brings positive psychology, dialogue, and narrative approaches together into a model of coaching designed to meet the needs of clients in today’s world.” Dr. Michael Cavanagh, MClinPsy, PhD, Deputy Director, Coaching Psychology Unit, School of Psychology, The University of Sydney