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One way to approach the development of workforce in the past 4 decades has been the increasing usage of coaching. In 2011, a Manchester Consulting Group study of Fortune 100 executives reported that “coaching resulted in a ROI of almost six times the programme cost”. Two years later, in their 2013 annual report, CPID (Chartered Institute of Personal and development – UK) reported coaching as being the most effective talent management activities. Their 2015 reports on L&D (Learning and Development) shows an increase of internal coaching program, and employees favoured this approach as being a satisfactory learning solution. The success of coaching is linked to its core focus: the employee. Even though coaching programs exist with set numbers of sessions, their content is always tailored to what the person being coached really looks for and truly need; they are fully personalized approaches and therefore “Feel-great approach”. With this article, the second number of our series “Coaching in the corporate world”, let’s debug 5 myths about coaching and then present the actual reality.