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.

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 article constitutes the personal refections of a coach on the place of coaching in the contemporary world, where changes are the result of technological progress as well as the development of ideas and socio-political systems. The author uses the essence of coaching as a starting point. He deliberates on whether coaching is a process that is isolated from the rest, of which the aim is to achieve changes in the sphere of one particular goal (task, action); or whether it is a comprehensive (holistic, systemic) process of which the aim is a qualitative change. By way of describing the elements of coaching, the author indicates the possible spheres of practical application. He also puts forward the following question: is coaching supposed to serve people as autonomous entities or is it supposed to serve organizations that realize economic, social or political goals?

The article shows the influence of socio-economic determinants on professional counseling and coaching. It demonstrates how the changes of the economic system enforce changes in the working methods of professional counselors and coaches. Globalization, the economic crisis, the extension of the labor markets on the one hand and the decrease in the number of employment opportunities on the other hand, and the need to make professional choices with every step of development of the professional career cause traditional counseling to evolve more towards job and career coaching. The present-day labor market needs workers that know their professional inclinations, resources, competencies and know how to use them in the benefit of the organization.

Me first part of this paper presents the essence of coaching and defines the coaching position among other available methods of human development. Moreover, the role and place of implementing executive coaching in learning organizations will be discussed. Thus, the main idea of this article is to generate aprofound picture of the coaching process that was used in a wider context and as apart of the internal development program for Top Managers in Deloitte in Poland – the “Pursuit of Excellence” Program. Furthermore, it was researched how the coaching process infuences the development of top talented employees. Based on the conducted research studies it was verified that coaching is an effective method for talent development.

Me article encourages mak ing use of the scienti&c k nowledge from developmental psycholog y. It replies to the thesis that coaching needs areliable theor y based on scientific research for achiev ing higher professionalism. A s there is such athing as coaching psycholog y, its scientific basis can easily be adult developmental psychology. It is based on the concept of the human life track. Me end of development is not (as it cannot be) childhood or adolescence. According to the human life track concept humans also develop throughout their adult life. Mere are indicatorsof this development, conditions for supporting it and even developmental task per-formance, which lets one achieve wellbeing, or even personal and professional happiness.

The present article describes in detail a model for coaching supervision, created on the basis of the author’s own experience and information acquired during an annual supervisor training programme led by the Academy of Executive Coaching.

In the focus of the author of the article questions are questions related to the process of defining and building the identity of the individual in the process of coaching. The starting point for the discussion is the assumption that the post-modern world, the knowledge and experience mediated through the media, shape the identity of individuals, as well as the order of social relations. The author verifies many psychological and sociological definitions of individual identity and the process of building one’s lifestyle. The question of whether an individual knows himself and knows how to thoughtfully build „yourself ” is an issue that is intertwined in the article’s multithreaded analysis of the identity of a man with everyday issues raised by the coaches in the coaching of an individual. According to the author coaching is a process that prepares the body to function in the world, according to the identity defined and worked out during the coaching sessions.

The article presents how competence management in organization contributes to the effective functioning of the modern enterprise. Coaching with its multiplicity and complexity used as a tool for human resources development can bring many benefits into competency management. According to the author it is possible to find convergence in certain areas that coaching and competence management are described in the article.

This paper explores the Mental Toughness model in a coaching process. Mental Toughness, a narrow personality trait, recently emerged as a significant factor in defining and measuring individual’s mind-set and attitude. Authors argue that one of the key elements contributing to building successful coaching rapport with a coachee as well as to set a coachee onto a coaching journey is to understand the mental toughness level of the client. This paper will also explain what Mental Toughness is and its applications to all walks of life.

The main aim of the paper is to present mentoring as a method supporting personal and professional development of an individual. The author discusses various aspects of mentoring and attempts to define the essence of mentoring. Benefits for all parties involved in the process – mentees, mentors and organisations – are examined. Success factors of mentoring programmes are identified, as well as any aspects that may lead to its failure.

The aim is to examine how the level of consciousness of an individual determines his/her motivation for personal development. In the first part of the paper, authors present the concept of the Map of Consciousness created by the American psychiatrist and researcher David R. Hawkins. In the second part, they discuss how the model can be applied to coaching practice, allowing the coach to fully support the coachee not only in fulfilling his/her development needs stemming from his/her current level of consciousness, but also in reaching subsequent levels of self-improvement.

Authors present their findings from the observation of multiple supervision sessions for coaches at different levels of coaching practice. It transpires that, depending on their level of professional advancement and proficiency, coaches’ needs – in terms of the type and style of supervision – vary. The process may require the supervisor to take on the role of a teacher, a mentor or a coach. Authors conclude that the flexibility of communication and the ability to evaluate the supervisee’s pro fessional advancement and needs, and to adjust the supervision style accordingly, are the crucial skills of the coaching supervisor.

„4 Steps Re:Start” to model pracy ze stratą do zastosowania/stosowany w coachingu i psychoterapii. 4 kluczowe etapy modelu to: (1) praca z myślami i przekonaniami, (2) nadawanie sensu doświadczeniom i formułowanie kluczowego przesłania, (3) punkt zwrotny – przejście od przetrwania do wzrostu oraz (4) etap integracji życiowego doświadczenia.

W artykule przedstawiono założenia teoretyczne, opisy przypadków oraz wskazano granicę między wykorzystaniem modelu w coachingu i psychoterapii.

Celem artykułu jest przedstawienie podstawowych założeń Modelu PEB i jego podstaw teoretycznych oraz opis poszczególnych etapów modelu wraz ze wskazaniem form pomocy adekwatnych do pracy z klientem na danym stadium. Podstawą teoretyczną modelu jest cykliczno-fazowy model zmiany rozwojowej, który podkreśla zarówno cykliczność, jak i znaczenie kryzysu w rozwoju człowieka. Stadia natomiast są stworzone na bazie modelu przebiegu kryzysu Hopsona i Adamsa oraz na bazie doświadczenia praktycznego autorek.

W artykule zaprezentowano teorie dotyczące procesu oraz zjawiska coachingu i przywództwa, a także coachingu jako narzędzia rozwoju przywództwa. Przedstawiono historię i złożoność procesu przywództwa oraz zbieżność między wymaganiami współczesnych organizacji a wzmacnianymi cechami i umiejętnościami jednostki w procesie coachingu. Zaprezentowano, na podstawie badań, metody stosowane w procesie rozwoju przywództwa w polskich organizacjach, i pokazano, które z tych metod są postrzegane przez menedżerów wyższego szczebla jako najbardziej skuteczne.

Celem niniejszego artykułu jest pogłębiona refleksja na temat zjawiska „turkusowych organizacji” oraz trendu w zarządzaniu, który się wokół tego zjawiska kształtuje. Tekst demaskuje mity i uproszczenia narosłe wokół „turkusowych organizacji”, pokazuje je w szerszej perspektywie (m.in. związki „turkusu” z Teorią Integralną i ewolucyjnym modelem rozwoju świadomości).

W niniejszym artykule autorka opisuje znaczenie fotografii w procesach rozwojowych, jej rolę i funkcje, jakości jakie wnosi wykorzystanie zdjęć, podsumowuje wyniki badań, które przeprowadziła w tym temacie, a także opisuje przykłady wykorzystania zdjęć podczas coachingu z klientami.