Spirit in the Coaching Environment

Teri-E Belf, M.C.C.
coach@belf.org

Coaches know and sense Spirit's presence internally, yet coaching takes place in a physical space: our office, our client's office setting, and other places. The physical environment is merely an extension of self. Therefore, the coaching environment needs to mirror you. What does your coaching environment reveal about you as a coach, your abilities, your values, and your presence?

One of the purposes for coaching is to increase client awareness. How does your coaching environment support this purpose? Write a list of words to describe the experience a client might have upon entering your coaching space. Then generate action steps you can take to transform your coaching environment. Comfortable and conducive to learning are predominant themes I imagined when creating my coaching office. One has the feeling everything is in its proper place, ! a mirror paralleling one of our deep desires-to be in our proper place in the universe.

I also selected PEACEFUL: an ambiance of relaxation for learning that's natural, for example, healthy plants, wool oriental rugs, a negative ion generator, and full spectrum lighting; INVITING: comfortable chairs on the same side of the credenza facing each other (not on opposite sides of the desk like opponents); SPACIOUS: for Spirit and creativity (both require space to emerge); LIGHTHEARTED: my toys, colorful paper inflatable globe, flashing magic wand, treasure chest of stickers and markers: and AUTHENTIC.

If your coaching takes place in your client's office, bring a flower and place it on the surface where you
will work. Ask your client to bring something (quote, inspirational story, photo, or object) that has meaning. Consider which aspects of the environment you might influence. Empower your client to brainstorm with you.

If you coach over the phone or internet,! still pay attention to the harmony between you and your space. Whatever appears outside, will just be a mirror of what is inside.

reproduced from Coaching With Spirit: Allowing Success to Emerge, © Jossey-Bass, Publisher, 2002. Also in Coaching World Issue #89 April 20, 2002 ©2002 International Coach Federation.

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AcKNOWledgement
Teri-E Belf, M.C.C.
coach@belf.org

One of the key competencies coaches have is acknowledgement. Useful acKNOWledgement leaves the client KNOWing more about his/her knowledge, skills, qualities, and attitudes. How many times have you heard yourself say to a client, ³Great job. Well done. Good work!² This is NOT useful acknowledgement because these comments judge and evaluate. Good acknowledgement is NEUTRAL (non judgmental). Good acknowledgement contributes to self-identity. To effectively acknowledge a client, offer information that gives insight.

Follow these steps.

1. Ask your client to share a two minutes success story.
2. Listen carefully for the knowledge acquired, the skills used, the personal qualities present to support the success, and the attitudes present.
3. Make notes as you listen.
4. Tell your client what you heard. (Delete the pep talk).

EXAMPLE

CLIENT: Jackie wanted to run 5 miles. Reading booklets and asking runners about stretching, eating, and breathing provided her with information to devise a goal plan. In three months she felt ready. She remembered her house keys because of her note by her running shoes. After difficulty adjusting her personally recorded affirmation tape on the borrowed walkman, she stretched and off she went. With pride, she shared her achievement by celebrating with a friend.

COACH: Congratulations Jackie, you set a goal for yourself and accomplished it. You used your support network resourcefully to obtain information. You know how to plan and created systems to support you, e.g., your reminder note. You persistently followed through with your commitments. You now know how to use a walkman. You tuned into your feelings and remembered to reward yourself.

Use this with your next client and I predict that both of you will be pleasantly surprised.

published by Coachingnews on June 8, 1998 Coaches¹ Tips & Techniques

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Corporate Climates for the New Millennium:
Creating Coaching Cultures
Vicki H. Escudé, MA, Master Certified Coach, SUN Coach Trainer
Vicki@excellentcoach.com, www.excellentcoach.com

Escudé is the author of "Getting Everything You Want and Going for More! Coaching for Mastery."

Imagine being poised comfortably on the balls of your feet, able to shift directions with grace and facility, like a quarterback running for a touchdown. Success in business today is not so much about technical knowledge as it is about being able to change gears and learn new things easily and rapidly. It is about embracing and adapting quickly to change.

How do we transform organizations, businesses, and corporations that value control and authoritarian models into cultures that can only survive if they begin to honor, support, welcome and expect learning and discovery?

Three relevant topics that address current trends in corporate climate are:

• The new millennium way to relate to work.
• What a corporate coaching culture looks like.
• How to achieve the transition to a new coaching culture.

Some questions executives and managers can ask themselves to determine if executive coaching fits their needs are:

The Effective Executive Self-Testã Vicki Escudé

After realizing the need for any change or shift, traditionally the corporate world has attacked this "problem" of creating a learning organization by spawning a number of extracurricular activities. For example, they schedule circus-like events of special trainings, meetings to discuss "learning," retreats, and work-shops, all of which meet with much resistance. Employers and employees are afraid of lost productivity, an overload of yet more information, and an encroachment into their balance or personal time. They ask themselves, "How can we integrate this new information into our already over-taxed system?" Trainers are concerned that the old "spray and pray" techniques or one-time training initiatives will not stick.

It is as if learning and doing are two separate conflicting and competing activities. According to Timothy Gallwey, author of "The Inner Game of Work," much of the teaching and coaching we do has an adverse effect on learning.

In the 1970s, Gallwey developed a method of coaching and published a book called "The Inner Game of Tennis." He discovered this way of teaching one day when he gave up on tennis instruction out of boredom or tiredness, and noticed that when students were left to their own devices, and began noticing their own behaviors, they began to learn more rapidly.

Harry Reasoner, popular TV personality in the 1970s, heard about this Inner Game, thought it was some magic mumbo-jumbo and a hoax, and challenged Gallwey to teach someone to play tennis on video for his TV show, the Harry Reasoner Show.

Reasoner picked a very overweight woman named Molly to be the student. Molly detested the thought of learning to play tennis and had never even picked up a racket. She showed up on court wearing a long flowered muumuu with her tennis shoes.

With little or no instruction from Gallwey, Molly began playing tennis - returning volleys over the net, hitting a backhand, and moving gracefully around the court - in 17 minutes!

How did this happen? Gallwey asked Molly to pick up a racket, stand in a comfortable position, and just notice how the ball that he threw gently toward her moved through the air. Next, he instructed her to say "bounce" when it hit the court. A few throws later, he told her to say "hit" when she thought she might want to hit the ball. She began moving the racket on her own, and, within a few tries, actually hit the ball. She was not instructed in the traditional way - how to hold the racket or how to hit the ball. The instructions were revolutionary. She was told to merely notice what worked and did not work, how a good hit felt, and to adjust her swing, posture, grip and footing accordingly. In seventeen minutes, Molly achieved what would normally take six months of expensive instruction.

In other words, Molly taught herself to play tennis! And, her inner wisdom was far more effective than the finest professional instructor. Reasoner aired the now-classic video on television, and a new approach to coaching and learning was born. Gallwey has applied his learning principles to tennis, golf, and skiing.

What does this mean for the corporate and organizational world? Corporate leaders began asking Gallwey to apply his learning principles to the corporate arena, as well. AT&T, Coca-Cola, Apple, IBM, and many other companies have hired Gallwey as consultant-coach, and today use these principles in the workplace for their learning cultures. Recently, Gallwey authored his latest book, "The Inner Game of Work."

The Inner Game supports a new way to relate to work. It is about making our work setting more satisfying and productive. Using Inner Game principles, the corporate community can foster ways to increase learning and performing, while decreasing dependence on external instruction.

In essence, it is about re-defining work. Traditionally, from the managers/owners/CEO's perspective, the purpose of work is to produce the bottom line. It is about greater profits, service and economic outcomes. This is the Outer Game.

For others, however, work takes on a broader meaning. Yes, there is a need to make money – for the company and for the individual - however, more and more people are also concerned with their relationships at work and how they can contribute their skills in fulfilling ways. Individuals, therefore, want work to be more fully satisfying. The inner fulfillment speaks to the Inner Game.

"Rapid change" is the key for today's fast-paced workplace. Technical knowledge is secondary. Technical training and workshops are often obsolete by the time they have been scheduled and administered. And, according to Gallwey, teaching does not work anyway. Knowing how to learn and change, however, IS performance. The only way an individual can adapt and change readily, is to learn how to learn, and to have a workplace that supports and values inner learning and personal development.

The truth is that people who are high-performers are those who learn faster. They learn faster when they are encouraged to be aware of their surroundings and not be stuck in old habits, patterns and beliefs. As illustrated in the tennis demonstration, we all have what we need to be able to learn and succeed. We just need the atmosphere of encouragement for our own success.

The old methods of learning, i.e.: the old "spray and pray" - give them information and experiences, and pray that they will take them back to the office - actually impede learning. People try to follow directions while ignoring their own inner wisdom.

Can there be a shift in emphasis, so that both the Outer Game of profit and productivity, and the Inner Game of satisfaction and fulfillment are honored, and that both games are balanced?

The basic premise that Learning and Performance are the same is the paradigm shift corporations are being asked to accept and foster. However, learning is squelched by too much direction and instruction. Organizations are being asked to let go of some of their "control," and encourage their employees to become self-aware, as well as aware of what is happening around them. Learning does not take place easily in situations of high stress, pressure or rigid rules.

Can organizations and corporations foster a setting that encourages learning as well as improved performance? Many people have written theories about how the workplace can be more effective and satisfying. The Inner Game outlines workable solutions and concrete ways to create this new culture. And, it has been demonstrated in the top Fortune 100 companies as not only possible, but successful.

There are several corporate trends that are excellent foundations for this shift. For example, in the past
15 years:

• Teamwork has become common, with teams doing managerial tasks and making managerial decisions.
• Managers are now evaluated and assessed by their employees.
• People in sales are often allowed to make customer service decisions that were formerly made only by upper-level management.

These changes set the stage for the new shift.

What would a coaching culture look like?

• Corporations and organizations would design a new relationship with employees that would increase their performance through an emphasis on "learning" rather than "winning."
• Evaluations would not be in terms of "strengths and weaknesses," but would be a conversation between managers and employees about individual experiences with each other and in the workplace.
• Employees would be treated as independent agents.
• Education would be in terms of creative learning rather than teaching and directions.
• The human spirit would be validated, rather than individuals being treated as a means to an end.
• The business would prosper while being an arena for each person to find purpose and meaning
  in work.

How is this atmosphere created? How are learning cultures developed? By encouraging everyone in the corporation and organization to learn to think for themselves, to be their own CEOs. Coaching helps each individual to master the ability to get results and be successful - with balance and a sense of well-being and satisfaction we all want in life. In other words, the coach facilitates the mastery of learning.

The premise of coaching is that we have our own answers within us, and the ability to get our own answers. The purpose of the coach is to ask questions that promote inner growth, realizations, and actions, while mirroring back the individual's obstacles and blind spots. What the coach isn't? The coach does not provide solutions, give advice, nor is a consultant for another person.

Everyone in a learning environment becomes a coach - for each other. In a coaching culture, people are empowered, because everyone knows and trusts that each person has the ability to problem-solve. Learning and growing are so motivating, that the individual is motivated to succeed, while encouraging others to do the same. Competition, which creates anxiety, is seen as a deterrent to learning. Coaching partnerships encourage performance.

How is a coaching culture introduced? There is a three-step process designed to create a learning/coaching environment.

• Step one is to create an agreement within the organization that a learning environment is also an environment of performance. This is created through training modules called "Partnership Coaching Workshops." Workshops are interspersed with individual coaching for maximum learning. A study conducted in 1997 by Public Personnel Management concluded that training alone increased productivity by 22.4%. Follow-up coaching combined with a training program increased productivity by 88%. The Conclusion: coaching combined with training increased productivity more than 300% over training alone.
• In step two, key managers are then coached individually by professional certified coaches for several months, to experience a coaching partnership relationship, to develop skills to maintain balance as well as learn to learn. Coaches work with the whole person - all areas of life - creating a developmental plan addressing issues identified by 360 assessments.
• Step three is coaching and monitoring key managers to become certified as internal coaches, or coaches within the organization or corporation, so that the learning culture can be continually nurtured.

Virginia Satire, a psychologist who wrote Peoplemaking, tells the story of the old soup pot that sat on the back porch of a farmhouse. As the field hands became hungry, they would come to the porch, dip into the pot, and, being nourished, go back out to the field to work.

Corporate environments are like that soup pot. Corporations that provide a "full pot" or fulfillment opportunities for their employees will nurture the employees in their work - just like that soup nurtured the farm hands.

Creating learning environments within corporations and organizations is the key to keeping abreast of the high rate of change in today's marketplace. Successful managers and employees are those who have learned to value change, self-direction, and self-motivation. Corporations who attract and nurture these individuals will stay on the cutting edge.

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THE TOP TEN REASONS WOMEN BENEFIT FROM BUSINESS COACHING
By Margery Miller

I have determined that any woman in the business world would benefit from some form of coaching. For myself, I hired a professional coach in 1993 and got so much from the program that I took the training and became certified as a Success Unlimited Network Coach. This was the first formal coaching training available in the United States, having been imported from England by Teri-E Belf. In over six years of working with mostly women, I have found there are key reasons why seeking outside help is so beneficial. Here are the main ones:

10. Many businesswomen are addicted to being right.

What this really means is that they are afraid they will be "wrong" --- and someone will find out about it. They second guess themselves, worry over decisions, hesitate to make decisions and rely on too much feedback from others. How does coaching help? It allows you to get an objective view of situations, and have a sounding board that is totally removed from your daily routine. By broadening your perspective, you begin to see that there are many "rights" and no one way is foolproof --- there are pluses and minuses for every situation. A coach helps you learn how to trust your intuition and experience --- work from the inside out instead of the outside in. When you operate from there, you can be decisive and even feel comfortable changing your mind!

9. Women tend to over rely on their feelings and underutilize their knowledge.

Although being able to get in touch with their feelings is a great asset that women bring to the workplace, too much emotion can get in the way of seeing situations clearly. A conscious balance between knowledge/experience and feelings works best. A coach asks provocative questions and challenges you to look at your feelings unemotionally --- sort out what matters and what doesn't. You learn what the feelings mean, why you are having them, and when it is appropriate to express them. This kind of clarity is priceless --- and allows you to be in control of your emotions instead of letting them run your life.

8. Many women are afraid to be seen as too hard or tough.

This is really an internal battle between the soft feminine and the driven, high achieving business approach. The truth is they are not mutually exclusive --- and can work together very well. Coaching helps you recognize the feminine values you bring to the table as well as encourage you to use your ambition and energy wisely, to achieve the best ends. By recognizing how you manifest these traits you can condition yourself to be conscious of your behavior, and make choices about what works and what doesn't work in particular situations.

7. Women place a high value on security.

This makes it very difficult to be a risk taker --- which is a requirement for success in business. Being coached gives you the opportunity to look objectively at all sides of issues, being more thorough in seeing the pros and cons of decisions. The risks you take are less "risky" because you are making educated choices. Successful risk taking is a skill, which can be learned --- and the more clarity you have, the better you are able to assess the situation and be prepared to weather the outcome.

6. Women tend to be reactive rather than create from a visionary perspective.

Women are acculturated to put out fires and respond to myriad demands. How else could they raise children? Coaching helps you create visions of exactly what you want to be, do and have in your life so that you can look at situations and decide if they fit your purpose, your vision. If they do, you work with them. If not, you can either delegate or eliminate them. When you are working from inner purpose and visions, you become more proactive than reactive.

5. Most women have difficulty setting priorities.

They have so much to do, so many responsibilities both at work and home that it is very hard to decide where to start! So many women feel overwhelmed and frustrated --- as if they will never catch up. Coaching helps you organize your thinking, look at your life in a more total way and get comfortable shifting priorities when necessary, setting priorities according to the ones that are most important --- that fit your purpose and visions, on a daily, weekly, monthly or yearly basis. If you are concentrating on building a business, for example, you might let your social life slide for a few months and come back to it later. But you are choosing what you are doing, not blindly falling into patterns that seem irreversible.

4. Women feel trapped and are unaware of how they are sabotaging themselves.

They repeat similar behavior expecting to get a different result (the definition of insanity). An objective coach helps you recognize the habits of thinking, acting and speaking that keep you caught in untenable situations. By changing the words you use, you change your experience. Habits don't just disappear. It takes a great deal of self-discipline to stop thinking of your self as a victim, or someone who never quite reaches her potential. Coaching over a period of time gives you an opportunity to gradually shift the way you see yourself, get comfortable with new patterns of thinking and doing --- learning to celebrate incremental successes instead of only giving yourself credit for the big ones. This step-by-step approach is highly effective in helping you reframe your self-image into one that more closely resembles the woman you would love to be.

3. Women don't tend to think strategically.

Because women are so intuitive, they tend to just know things, and operate from instinct. That doesn't guarantee success. A qualified coach can help you look at where you are, where you want to go, and work with you to create a plan of action with measurable goals. If you are clear on your purpose, your vision of what you want and approach situations strategically, you are much more likely to either succeed or figure out something even more effective as you go along. This entails reassessing your priorities on a daily basis to make sure you are on focus. Can you imagine a better way to approach a business situation?

2. Women have trouble delegating.

This is the "need to be needed" syndrome. Men have it too, but for them it is more about control than being needed. When one sees her value mainly in what she does for others, she is more concerned about her performance than manifesting her vision and purpose. That is "outside-in" thinking. The more dispensable she is, the more value she brings to an organization --- because she is mentoring, challenging, supporting and inspiring people. Coaching can help you look at what you actually do every day and figure out whether you are really the best person for those tasks. The more you delegate, the more you free yourself up to be a leader and role model. The more task work you hold onto, the less freedom and choices you have in your business life.

And the number one reason women benefit from coaching is:

1. They are unaware of their power.

In many ways, women are still the great-untapped resource in business. They are just beginning to take their position as leaders and catalysts in the development of the new paradigms of business that are forming. The amazing value that women bring is starting to be recognized. While many men are struggling to learn how to build relationships --- which is the way of the future --- women are already comfortable with that softer side of themselves. Coaching is a wonderful way to learn how to integrate all the parts of your self. It enables you to take all you have learned and experienced, put it into perspective in line with your true purpose and visions of what you want, and create your unique way of winning at your life. The best coaching experience is one that helps you transform out of old patterns and design your own life. When you are living your life from the inside out, you utilize and express your power in a way that makes you approachable, attractive and an obvious asset to any venture.

Margery Miller is the owner of a manufacturers' sales agency and divides her time between running her business, doing consulting for small businesses and coaching. She can be reached at 214-353-0498 or by email: margery@peoplebiz.com. She lives in Dallas and works with clients from the West Coast to Paris, France.

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Spirituality Coaching
by Peter Vajda, certified SUN Coach.

Spirituality coaching is more than creating goals and holding someone accountable. Spirituality coaching takes into account the whole person, that is, mind, body and spirit. Spirituality coaching focuses on one's essential well being that can only be accessed from one's Inner Core, one's essence. The aim of spirituality coaching is true and lasting transformation, and a true congruence between one's inter behavior and outer behavior, allowing one to show up in integrity and authentically. The following nine spiritual guidelines can serve as a foundation for spirituality coaching.

1. I AM A CELL IN THE BODY OF HUMANITY. Like the acres of sage in a desert that are connected by a single root, I know that I have a connection with, and an impact on, on every other cell in this body called Humanity. I know my thoughts, words and actions affect all the cells in this body. I am aware my thoughts, words, and actions are either “healing” or “killing” these other cells. I operate on the belief that all of life is relationship, and that how I treat one person is reflected out to every individual on the planet in some way, shape or form. I know the planetary impact of my thoughts as I know a butterfly flapping its wings in Japan can cause a hurricane in the Gulf of Mexico.

“How are my thoughts healing or killing someone right here, right now?” guides and makes me consciously aware of my spiritual responsibility in every one of my day-to-day interactions.

2. I EXPERIENCE ALL OF LIFE AS DIVINE. I respect the humanity of each person I know and meet; I am aware that everyone possesses a spark of divinity. I make warm and embracing eye contact and refer to each individual by name when referring to him or her directly and indirectly. I first choose to relate to each person as divine, and only then do I relate to them in their “role” as a client, a neighbor, a direct report, a manager, a leader, a clerk, a wife, a child, an athlete, a coach, a clerk, a repair person, etc. I refrain from referring to individuals as “my client”, “my 2:00, “the guy who”, etc.

“Am I seeing this person with the eyes of Spirit; am I speaking with the voice of Spirit; am I listening with the ears or Spirit?” guides me to consciously connect with another’s divine humanity.

3. I MANIFEST AUTHENTICITY THROUGH HONESTY, SINCERITY AND RESPONSIBILITY. I am first responsible for “walking the talk,” and so I consciously monitor my own behaviors and performance and refrain from judging another’s motives, intentions or behaviors.

“Am I ‘being’ and ‘doing’ honestly, sincerely and responsibly right here, right now in my relationship with myself and with others?” guides me to be consciously conscious of living from a place of integrity and authenticity.

4. THE PRACTICE OF PRESENCE ALLOWS THE SPACE FOR EVERYONE TO BE HIMSELF OR HERSELF. Presence allows me to be in my body, inside rather than in my mind, to be in the moment, in the Now. In presence, I am not in the past or future. I am not judging, evaluating or being “mental”. I am still and focused. In every interaction, I set my intention to quiet my mind and open my heart through the action of presence. I serve as the space in which coaching happens. “Out beyond the ideas of rightdoing and wrongdoing, there is a field; I’ll meet you there.” (Rumi)

“Is it OK to allow whatever arises in this space, in this moment?” allows me to “go inside” to find inner wisdom, inner knowing and understanding, and insights into my BE-ings and DO-ings in every relationship and interaction.

5. EVERYONE IS EXACTLY WHERE THEY SHOULD BE AT THIS TIME, IN THIS PLACE, ON THE PLANET. It is not my job, role or responsibility to “fix”, “change” or tell anyone “what’s best for her or him.” Each person is exactly where he or she needs to be in the evolution of his or her consciousness right now. Each person has all the answers inside himself or herself. Everyone comes to find right action, right knowing and right understanding from within. My choice is to serve and support others to look inside to discover what they need to know. Whenever a client is in an “I don’t know” situation, rather than tell or suggest, I ask: (1) “Is it OK not to know?” (2) “How does it feel not to know?” or (3) “What if you did know?” I have no wanting or needing to fix, make the “right” suggestion, have an answer, and be the coach-turned-consultant. For me, this is acting with honesty, sincerity and responsibility to myself and another to just be the space and be present, in the Now, and allow whatever arises in the other to arise, knowing that their “answer” or ”solution” or next step” will naturally emerge.

“Is it OK to be where I am right now?” helps me discover and explore if my need for “control” forces me to gravitate away from my true and real self.

6. EVERY CIRCUMSTANCE OF MY LIFE IS AN INTERACTION OF SPIRIT WITH MY SOUL. I know there is no such thing as luck, circumstance or coincidence. Every thing happens for a reason. I am consistently receiving lessons and teachings.

“I’m curious about this,” encourages my continued practice of inquiry and reflection to delve more deeply into conscious awareness and understanding of my self as I continue on my journey as a coach and Earth Human.

7. CIRCUMSTANCES HAPPEN “FOR” US, NOT “TO” US. I remove my self from a “victim consciousness” and “martyrdom” perspective. Blame, jealousy, defensiveness, and resentment are not a part of the fabric of who I am. I am grateful and appreciative of every circumstance, event and person that I meet on my path.

“So, what’s the learning here?” guides my responses to life and enhances my personal and professional growth and development.

8. GREET EVERYONE WITH A WARM SMILE. A smile of greeting is a gift of appreciation. There are no “little people”, anywhere, who I can ignore or be insensitive toward.

“What seems to be separating me from you?” reminds me that I am in alignment with everyone with whom I come into contact.

9. SPIRITUALITY IS A LOT LIKE BEING PREGNANT. Either I am or I’m not. I can’t be “a little bit” pregnant, nor can I be “a little bit” spiritual. If I’m not coming from a place of spirituality, i.e., my Essential Self, what’s getting in the way? Ego? Limiting thoughts and beliefs? Sabotaging self-images or self-concepts? Regret because I’m living in the past, or fear, anxiety and worry about the future?

”What will it take for me to come from my essence and align my outer behavior and inner behavior as one?” reminds me to let go of my ego and “little self” as I continue my journey toward transformation.

So, spirituality in coaching and being coached is not a matter of convenience. One needs to be aware of the discrepancy between genuine spirituality (which comes from Essence and divinity) and counterfeit spirituality (which is an “ego ideal” of what it means of be spiritual) that one puts on like a robe when meeting with a person being coached, or in fact, with anyone.

These spiritual guidelines for coaching serve to inform one's coaching practice and one's life. When individuals make an honest and sincere effort to allow these spiritual guidelines for coaching to be the beacon that drives the direction of their practice, they and their clients most often experience greater inner peace, harmony, balance and well-being at work, at home and at play.

Copyright 2005, Peter G. Vajda, Ph.D. and SpiritHeart. All rights reserved worldwide. You may reprint this article as long as the article is published in its entirety, including the resource box.

---ABOUT THE AUTHOR---

Peter G. Vajda, Ph.D, is co-founder of SpiritHeart, an Atlanta, GA firm specializing in coaching, counseling and facilitating. Peter's expertise focuses on personal, business and relationship coaching. He can be reached at 770-804-9125 and pvajda@spiritheart.net

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