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Using an uncommon blend of storytelling and coaching, Tom Henschel created a unique and influential podcast. Eavesdrop on a monthly coaching conversation and get practical tools you can apply the minute the episode ends..

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An executive coach is summoned to a president’s office to defend the art of coaching. Knowing he’ll be under attack, he preps in a way that leads the conversation to a surprising conclusion.

A people-centered leader is often wounded by people. Her language reveals patterns of thought that lead her down unhealthy paths. She and her coach try to unplug these thinking errors.

Two different leaders each strive to not take things in the workplace personally. But they can’t help it. With their coach, they find ways to build more strength to resist taking things personally.

A leader, suffering from his inability to say no, talks with his coach about how to set and hold boundaries. Together they explore four actions available to anyone who needs to say no more often.

An executive, whose team is in open revolt against him, diminishes the upset as the inevitable chatter of unhappy artists. His coach, sensing other factors at play, digs a little deeper.

Although a leader hates watching herself on video, she asks her coach to give her video feedback. The coach eagerly shows her just how powerful a development tool video can be.

A senior VP has trouble understanding her new CEO. In discussions with her coach, she discovers the CEO is perhaps a verbal processor. She learns the tool of sorting while listening.

Knowing she’ll be featured at her company’s upcoming user conference, a leader asks her coach for help not freaking out. He shares an image from his time as an actor in Hollywood.

A senior leader asks her coach for help with a high-performing direct report who loses his temper. The leader discovers a surprising thread: her direct report may have an issue with authority.

Two executive coaches tackle questions from readers. One is from a manager who never gets a day off and worries he’s too nice. The other is from an employee who wants better feedback.

A leader’s team tells him they understand him but results later prove otherwise. In conversation with his coach, the leader explores how he may unwittingly contribute to a poor outcome.

A leader knows she needs to create a bigger impression at work. She talks with her coach about how she can speak about herself as an expert without feeling like she’s bragging.

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