What we have presented above is but a general sketch of a deep and fascinating model for achieving profound happiness, health, healing, and helpfulness in the world. In his book Of Water and Spirit, Malidoma Some speaks of his life growing up in a West African village. In that culture, it is assumed that each new baby has crossed from the spirit world into this world in order to bring a gift to the community. He describes a village ritual in which each newborn is brought to the elders, who take several days to commune with the newly arrived spirit. The basic question the elders ask of the newborn is, “Why have you come here?”. They assume that each person has come with a special mission, and that their life should be organized around honoring and realizing this mission. Based on the response they receive, the elders seek to support the child’s development so that their mission may be realized.
In a similar way, the mythological path of the hero’s journey seeks to honor the deeper value and calling of each person’s life. It assumes that each difficulty, crisis, or setback a person faces is both an opportunity and feedback about the nature of that person’s deeper calling. It also recognizes the need to find the resources, both internally and in the collective field, that will help a person realize their deeper journey. It is this profound appreciation for the dignity and value of each person’s life that drew us to this myth. We have found it exceptionally helpful for coaching and supporting individuals and groups to discover and live a fulfilling and helpful existence. The few notes and suggestions we have made in this paper are taken from workshops we have co-led, and represent the framework for a book we are working on. We hope you find them as helpful as we have, in terms of creating a world that works for all.

In order for a coach to think of himself as a competent professional person, he needs to constantly work on his skills and be in an ongoing process of conscious selfdevelopment. In this article I will try to clarify and explain why this is so and how it can affect the work of a coach. Of all the abilities that form the basis of the work of a coach, I have chosen three that I believe are important for the self-development of the coach.
Firstly, openness to and interest in new psycho-neurological research, knowledge and scientific discovery (cognitive researchers, neuro-biologists, neuro-scientists), and the need for ongoing experimentation and discovery. Why? Because everything can help. Everything can be important when working with people.
Secondly, ongoing self improvement and working on oneself, and in particular working on emotional wellbeing. Why? Taking care of one’s own emotional intelligence is the key to understanding others and the key to developing empathy and intuition.
Thirdly, the development of one’s own sense of humor, joy and simply laughing. Why? Laughter creates distance from difficult situations. Laughter is a type, or an element, of social intelligence. It means looking after oneself and others.

This paper deals with the sense and the connotations of the term “professionalism” and with the process of professionalization in the context of coaching. The author presents what it means to be a “professional coach” from an external (scientific and social) and internal (personal and coaching) perspective. The article focuses on the overview and systematization of the criteria for the job of a coach to be identified as a profession and the requirements for coaches to become professionals.

Training processes were crucial in the times of economic transformation. They provided high-tech methods of personnel management. Coaching gained importance as a method. Any problems with defining the idea of coaching are solved by the descriptive approach of the European Mentoring & Coaching Council. Its proposal is to understand coaching through competencies. Reengineering based on coaching is gaining importance in the Polish economy. The Norman Benett Group successfully applies comprehensive coaching in organizations using syncretistic methods.

It seems that people are not fully aware of their power over other people and the resulting possibilities. It is interesting to know what you can make people do, what you can forbid them and what you cannot do. Very often, people faced with that question answer either that you can make people do everything or that you cannot make them do anything.
The main goal of this article is to establish the foundations of and specify the rules necessary for human management. I would like to explain the basic assumptions in relation to effective and ineffective human management. The boundaries of power and freedom are extremely important and it is certainly worth learning to recognize them in a more conscious and accurate way.

The article deals with methods to cope with our constantly changing world. It focuses on the phenomenon of coaching, which was discovered in the 1980s, and in particular on executive coaching.
The author supports his theory using examples from the past and based on the Kaizen philosophy, quoting such names like Vince Lombardi and Stephen Covey. The author also presents myths and truths about coaching, he talks about the legitimacy of breaking patterns and introducing changes, and he explains how we can benefit from not being afraid of the unknown.