This article is the second in a two‐part series. The first outlined why coaching is an imperative, the forces that create complexity, and the need to identify the behaviour that has to change as a critical first step in the coaching process. Part 2 explores the need for a coaching model; respect as a factor in the basic coaching relationship, the difference between counselling, tutoring, mentoring and performance improvement; the relationship between coaching and control; and the importance of setting the context if coaching interventions are to succeed. The material and the concepts behind the ideas explored are drawn from experience within the Lawson Mardon Group, a major international printing and packaging conglomerate with more than 40 businesses spread throughout six countries.
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