CMOE’s coaching books are about coaching process along with skills, behaviors, courage, and values leaders need in order to obtain employee commitment and motivation. This coaching book contains a lot of specifics on what to say and how to handle different coaching situations. The authors provide a unique close-up account of a true-to-life manager who discovers obstacles and challenges of helping an employee over a difficult time. This leader ultimately discovers keys to coaching success and averts a career-threatening disaster.

Many books on leadership focus on general theories, while others treat topic of coaching in a shallow oversimplified view. In this coaching book, CMOE provides helpful resources from over twenty five years of research and observations. Further, Steve Stowell PhD. and CMOE have collected data that provides a rich deep understanding of this topic.

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(3) HONEST. If you trick people into taking action or lie to get them to take action, you'll damage that element on which all motivation is based, trust. Afterward, you may be able to order them to do a job, but you will never motivate them. Be honest with yourself in developing your call-to-action. Marcus Aurelius said, "Never esteem anything as an advantage to you that will make you break your word or lose your self-respect." Be honest with them in challenging them to act. I do not recommend this merely on trustworthy grounds but on eminently practical ones as well. After all, we do not know how good we are as leaders unless we are challenging people to be better than they think they are. And they cannot be persuaded to accept that challenge if they think we're deceiving them or that you are deceiving yourself.

(4) MEANINGFUL. Action gives meaning to emotion your audience feels. Emotion alone cannot get results. It's action that gets results. Action validates emotion, and vice versa.

Leaders who find little meaning in their jobs or results associated with those jobs, shouldn't be leaders, or they should change jobs and/or results. Most leaders understand this. But few leaders understand that meaning also involves jobs of people they are leading and attitudes of those people toward those jobs and results jobs aim for.

Your cause should be meaningful to people who must carry it out. If it is only your cause and not their cause, action they take will get insufficient results. Your cause will be meaningful to them when that actions they take to meet challenges of that cause are solving problems of THEIR needs. So, before you challenge them to take action, identify their needs and problem solving actions.

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