Evolutionary coaching v5

Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
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Evolutionary Coaching

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Questions to be addressed …
1. What is Evolutionary Coaching?
2. How is Evolutionary Coaching different?
3. What prevents people from evolving?
4. Examples of exercises and surveys.

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A book for all coaches
Rather than coaching skills or
techniques, this book offers a
framework of human
development to facilitate the full
emergence of an person’s
potential. Where your client is in
their psychological development
affects all their motivations.

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Everything you need to know is in the book
The Theory
 Understanding Psychological Development
 Understanding Cultural Evolution
The Practice – Exercises
 Identifying Primary Motivations
 Identifying Secondary Motivations
The Practice – Mastery
 Individuation Stage
 Self-actualizing Stage
 Integrating Stage
 Serving Stage

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But if it isn’t then…
2010
2012
2013
2014

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Evolutionary Journey
Every individual is on
a natural, evolutionary
journey of psychological
development from birth
to old age.
Where your client is on that journey
affects their needs, goals and values and
how they respond to life’s challenges.

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What motivates us?
• The needs associated with the stage
of psychological development we
are at = primary motivation.
• The unmet needs associated with
stages of psychological
development we have passed
through but have not yet mastered
= secondary motivations.

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Evolutionary Coaching: A way to find out …
• A person’s primary stage of psychological
development: What is their most pressing
current evolutionary need.
• A person’s secondary stages of
psychological development – What unmet
needs they have that are holding them
back.
• The degree to which the cultures a person
is embedded in are supporting or
preventing their evolution.

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Stages of Psychological Development
Stages Primary Motivations
Serving Satisfying your need to lead a life of service
to others.
Integrating Satisfying your need to make a difference in
the world.
Self-actualising Satisfying your need to find meaning and
purpose in life.
Individuating Satisfying your need for freedom and
autonomy.
Differentiating Satisfying your need for respect and
recognition.
Conforming Satisfying your need for love, and belonging.
Surviving Satisfying your physiological and nutritional
needs.
EvolutionofPersonalConsciousness

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Stage Primary Motivations
INFANCY
0-2 Years Old
Staying alive!
Satisfying physiological
and nutritional needs.
Surviving

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CHILDHOOD
3-7 Years Old
Keeping safe and secure!
Satisfying need for love,
and belonging.Conforming

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YOUNG ADULT
8-29 Years Old
Distinguishing yourself!
Satisfying need for
respect and recognition.
Differentiating

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ADULTHOOD
30-39 Years Old
Releasing your fears!
Satisfying need for
freedom and autonomy.
Individuating

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ADULTHOOD
40-49 Years Old
Becoming more fully
who you are!
Satisfying need to find
meaning and purpose.
Self-actualising

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ADULTHOOD
50-59 Years Old
Aligning with others!
Satisfying need to make a
difference in the world.
Integrating

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Serving ADULTHOOD
60+ Years Old
Fulfilling your destiny!
Satisfying your need to
lead a life of service.

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Needs Motivations
Growth Needs
being needs
Growth needs: Aligning with who you
are at the core of your being. Satisfying
growth needs engender deep levels of
commitment.
Individuation Releasing beliefs and fears that no
longer align with who you are.
Basic Needs
deficiency needs
Basic needs: Anxiety and fear result
when you cannot satisfy basic needs,
but once met, you no longer pay them
much attention.
Deficiency Needs and Growth Needs

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Needs Stages
Basic Needs
deficiency needs
Differentiating
Conforming
Surviving
Child/Teen/Young Adult - Basic Needs

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Needs Stages
Transformation Individuating
Adult - Transformation

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Needs Stages
Growth Needs
Serving
Integrating
Self-actualizing
Adult/Senior - Growth Needs

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Stages, Levels and World Views
• We grow in stages of
psychological development
• We operate at levels
of consciousness
• We are embedded in
cultural world views

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Levels Values
Service Social responsibility, social justice, wisdom,
compassion, humility, forgiveness, ecology.
Making a difference Collaboration, alliances, environmental
awareness, personal fulfilment, empathy.
Internal cohesion Collaboration, alliances, environmental
awareness, personal fulfilment, empathy.
Transformation
Independence, adaptability, continuous
learning, personal growth, balance,
adventure, courage.
Self-esteem Pride, productivity, efficiency, quality,
professional growth, confidence, excellence.
Relationship Pride, productivity, efficiency, quality,
professional growth, confidence, excellence.
Survival Financial stability, wealth, employment
opportunities, health and safety.
Levels of Consciousness

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Stages and Levels
The level of consciousness we operate from
corresponds to the stage of psychological
development we have reached.

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1. Situational Unmet Needs: Associated with
developmental stages we have passed through, but
have not yet mastered.
2. Dysfunctional Unmet Needs: Associated with Early
Maladaptive Schema—dysfunctional experiences
with parents, siblings, and peers during formative
years regarding satisfaction of deficiency needs.
What subverts our primary motivation?
SECONDARY MOTIVATIONS

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Service
Making a difference
Internal cohesion
Transformation
Self-esteem
Relationship
Survival
What happens when …?
LOSE JOB AND SAVINGS
Situational
Need

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Service
Making a difference
Internal cohesion
Transformation
Self-esteem
Relationship
Survival
What happens when …?
DO NOT HAVE ENOUGH
Dysfunctional
Belief

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World Views that are at a lower stage of psychological
development than your client:
1. Family Culture
2. Organisational Culture
3. National Culture
What hinders our development?
CULTURAL WORLD VIEWS
YOU ARE
HERE
CULTURE
IS HERE

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The job of an Evolutionary Coach
1. Help clients understand the stage
of development they are at—get clarity
on what is important to them: Primary
Motivation.
2. a. Help clients release fears due to
parental programming and cultural
conditioning: Secondary Motivations.
b. Help clients discover and develop their
natural gifts and talents.
3. Help clients evaluate the extent to which
the cultures they are embedded in
support or hinder their development.
Most of your clients
Age 30-50 years
Stages of Development
• Individuation
Satisfying the need for
freedom and autonomy
• Self-actualisation
Satisfying the need for
meaning and purpose.

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As a coach, focus on your evolution
“If you want to take people on a
journey to a place they have never
been before, it helps immensely if
you have already been there.”
“You cannot guide people through a
territory that you have not explored
yourself.”
Richard Barrett

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Which motivation most resonates with you in your working life?
Motivation
1 To achieve financial security, providing for myself
and my family, and keeping us safe from harm.
2 To find a place in the world where I belong
and where I feel respected for who I am.
3 To receive recognition and acknowledgement for my skills
and talents and opportunities to excel at what I do best.
4 To have autonomy and independence, along with challenges
that test me and adventures that cause me to grow.
5 To engage in meaningful work that aligns with my
sense of purpose or the things I am passionate about.
6 To make a difference through my daily activities and
collaborate with others who share a similar sense of purpose.
7 To support and serve those around me in the pursuit
of their purposes and help them find fulfilment in their lives.
Exercise: Identifying your Primary Motivation

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Which ten values/behaviours most resonate with you in your working life?
Which motivations have the most chosen values/behaviours?
Motivation
1 Survival, safety, control, wealth, financial stability, job security.
2 Belonging, friendship, respect, loyalty, caring, harmony.
3 Excellence, status, pride, achievement, recognition, professional
growth.
4 Autonomy, challenges, adaptability, accountability, continuous
learning.
5 Meaning, purpose, integrity, fairness, commitment, creativity,
trust.
6 Making a difference, coaching, mentoring, collaboration,
sustainability.
7 Compassion, humility, future generations, ecology, social justice,
service.

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Primary Motivations Ages
7 Serving
Fulfilling your destiny by serving the
needs of humanity and/or the planet.
6 Integrating
Aligning with others who share similar
values and purpose to create a better world.
5 Self-actualising
Becoming more fully who you are by leading
a values- and purpose-driven life with integrity.
4 Individuating
Releasing parental and cultural conditioning
that no longer aligns with who you are.
3 Differentiating
Distinguish yourself from the crowd by
honing your natural skills and talents.
2 Conforming
Keeping safe and secure by staying loyal
to your family, kin and culture
1 Surviving
Staying alive by meeting your
basic physiological needs.
60+
50-59
40-49
30-39
Below 30
Below 30
Below 30

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My out-of-flow days - Pick five of these words which reflect the needs you have
that are not being met when you having an out-of-flow day, particularly in your
working life. Note the motivations which have the most words.
Motivation
1 Survival, safety, control, wealth, financial stability, job security
3 Excellence, status, pride, achievement, recognition, professional growth.
4 Autonomy, challenges, adaptability, accountability, continuous learning.
5 Meaning, purpose, integrity, fairness, commitment, creativity, trust.
6 Making a difference, coaching, mentoring, collaboration, sustainability.
7 Compassion, humility, future generations, ecology, social justice, service.
Exercise: Identifying your Secondary Motivations

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My stressors exercise - Pick five of these words which reflect your unmet
needs when you are feeling stressed, particularly in your working life. What
are you needing? Note the motivations which have the most words.
Motivation
1 Survival, safety, control, wealth, financial stability, job security
3 Excellence, status, pride, achievement, recognition, professional growth.
4 Autonomy, challenges, adaptability, accountability, continuous learning.
5 Meaning, purpose, integrity, fairness, commitment, creativity, trust.
6 Making a difference, coaching, mentoring, collaboration, sustainability.
7 Compassion, humility, future generations, ecology, social justice, service.
Exercise: Identifying your Secondary Motivations

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Why is it so hard and painful for some
to grow…? Here we must become fully
aware of the fixative and regressive
power of ungratified deficiency-needs,
of the attraction of safety and security,
of the functions of defense and
protection against pain, fear, loss and
threat, of the need for courage in order
to grow...
The choice between safety and growth
Abraham Maslow
(1908-1970)

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Therefore, we can consider the process
of healthy growth to be a never ending
series of free choice situations,
confronting each individual at every
point throughout his (or her) life, in
which he (or she) must choose
between safety (fear) and growth
(courage), dependence and
independence, regression or
progression, and immaturity and
maturity.
The choice between safety and growth
Abraham Maslow
(1908-1970)

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Feedback Surveys www.valuescentre.com
Leadership Values Assessment

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Identifying Secondary Motivations (feedback LVA)
15 Assessors’ Perspective
Top ten values Distribution of values
Personal
Entropy = 36%
Activated Soul Mind
0% (30%)
Ego-Soul Alignment
27% (40%)
Ego Mind
73% (30%)
achievement 12
authoritarian (L) 10
being the best 8
competitive (L) 8
demanding (L) 8
determination 7
excellence 7
knowledge 7
power (L) 6
results orientation 6
risk-taking 6
0% 20% 40%
1
2
3
4
5
6
7 0%
0%
0%
27%
37%
9%
18%
9%
ambitious
courage
creativity
excellence
integrity
long-term perspective
passion
results orientation
strategic alliances
vision
Individual’s Perspective
Top ten values
What is immediately obvious from this
example is the mismatch between how the
person sees himself and how others see him.
This person does not have a realistic view of
how he is coming across to others. His ego
projects a false persona. He views himself
operating at higher levels of consciousness
than his behaviours would suggest to his
assessors.
Primary
Motivation
- Individuation
Secondary
Motivations
- Self-esteem
- Relationships
- Survival

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What is Personal Entropy?
Personal entropy is the amount of fear-driven
energy that a person expresses in his or her day-
to-day interactions with other people.
It is a measure of the lack of a person’s personal mastery
skills. Fear-driven energy arises from the conscious and
subconscious fear-based beliefs of the ego about meeting
its deficiency needs.

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Cultural Evolution Begins with Personal Evolution
power (L) 11 Level 3
blame (L) 10 Level 2
demanding (L) 10 Level 2
manipulative (L) 10 Level 2
experience 9 Level 3
controlling (L) 8 Level 1
arrogant (L) 7 Level 3
authoritarian (L) 6 Level 1
exploitative (L) 6 Level 1
ruthless (L) 6 Level 1
1. short-term focus (L) 13 Level 1
2. blame (L) 11 Level 2
3. manipulation (L) 10 Level 2
4. caution (L) 7 Level 1
5. cynicism (L) 7 Level 3
6. bureaucracy (L) 6 Level 3
7. control (L) 6 Level 1
8. cost reduction 5 Level 1
9. empire building (L) 5 Level 2
10. image (L) 5 Level 3
11. long hours (L) 5 Level 3
LV A Feedback 14 Assessors
PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0
CVA Current Culture
PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0
Cultural Entropy 38%Personal Entropy 64%
Culture ValuesLeader’s Values
The culture of
an organisation
is a reflection
of leadership
consciousness.

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continuous learning 11 Level 4
generosity 11 Level 5
commitment 10 Level 5
positive attitude 10 Level 5
vision 10 Level 7
ambitious 9 Level 3
making a difference 8 Level 6
results orientation 8 Level 3
honesty 7 Level 5
integrity 7 Level 5
intuition 7 Level 6
leadership developer 7 Level 6
1. customer satisfaction 16 Level 2
2. commitment 11 Level 5
3. continuous learning 11 Level 4
4. making a difference 11 Level 6
5. global perspective 9 Level 3
6. mentoring 9 Level 6
7. enthusiasm 8 Level 5
8. leadership development 8 Level 6
9. integrity 7 Level 5
10. open communication 7 Level 2
11. optimism 7 Level 5
12. shared values 7 Level 5
Cultural Evolution Begins with Personal Evolution
Cultural Entropy 7%Personal Entropy 9%
Culture ValuesLeader’s Values
The culture of
an organisation
is a reflection
of leadership
consciousness.
CVA Current Culture
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
Internal
Cohesion
LVA Feedback 27 Assessors
PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Internal
Cohesion

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Identifying Secondary Motivations (feedback LVA)
There is a strong correlation between how
people see this person and how she sees
herself: there are four matching values in the
top ten—listening, open to new ideas, team
builder and vision. She has a low level of
personal entropy. This is an authentic
individual.
caring 14
coaching/mentoring 8
enthusiasm 8
collaborative 7
making a difference 7
authenticity 6
integrity 6
listening 6
open to new ideas 6
team builder 6
vision 6
19 Assessors’ Perspective
Top ten values Distribution of values
1%
1%
2%
2%
19%
5%
20%
23%
18%
9%
0% 20% 40%
1
2
3
4
5
6
7
Personal
Entropy = 4%
Activated Soul Mind
27% (30%)
Ego-Soul Alignment
43% (50%)
Ego Mind
30% (20%)
building trust
courage
empathy
high standards
learning
listening
open to new ideas
team builder
vision
wisdom
Individual’s Perspective
Top ten values
Primary
Motivation
- Self-actualization
- Integrating
Secondary
Motivations
- None

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Self-reporting survey (IVA
• Individual Values Assessment (IVA)
Identify cultural blockages to growth

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Identifying cultural blockages to growth (IVA)
Personal Values Current Culture Desired Culture
1. adaptability
2. commitment
3. control (L)
4. ease with uncertainty
5. humour/fun
6. Integrity
7. perseverance
8. risk-taking
9. self-discipline
10. well-being
1. bureaucracy (L)
2. confusion (L)
3. control (L)
4. cost reduction (L)
5. empire building (L)
6. hierarchy (L)
7. job insecurity (L)
8. long hours (L)
9. results orientation
10. silo mentality (L)
1. achievement
2. commitment
3. customer collaboration
4. customer satisfaction
5. ease with uncertainty
6. honesty
7. inclusiveness
8. partnerships
9. professionalism
10. trust
Individual
Primary
Motivation
- Shifting from
Individuating to
Self-actualizing
Organization
Motivations
- Differentiating
This is not a good fit. The
individual is being held back
by the “toxic” culture of his
organization. It will be
difficult for this person to
grow and develop in this
organization.

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High Entropy Culture - If the culture in which your clients are
embedded is less developmentally advanced than themselves,
than your clients may find it difficult to explore their full
potential. They will seek to work elsewhere.
Low Entropy Culture - If, on the other hand, the culture is more
developmentally advanced than your client, they will feel
supported in exploring their development, at least up to the
levels of psychological development that these cultures have
attained or are willing to tolerate.
Cultural blockages to personal growth
ORGANISATIONS

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Identifying cultural blockages to growth (CVA)
13%
53%
34%
Personal Values
1. commitment 39
2. honesty 33
3. making a difference 31
4. positive attitude 29
5. achievement 27
6. humour/fun 27
7. integrity 27
8. fairness 26
9. performance 26
10. initiative 23
1%
1%
4%
10%
18%
19%
34%
9%
4%
0% 20% 40%
1
2
3
4
5
6
7
Current Culture
1. cost reduction (L) 64
2. profit 40
3. results orientation 36
4. blame (L) 34
5. demanding (L) 32
6. long hours (L) 29
7. accountability 27
8. job/insecurity (L) 26
9. lack of appreciation (L) 25
10. control (L) 25
18%
16%
14%
8%
4%
13%
15%
7%
4%
1%
0% 10% 20%
1
2
3
4
5
6
7
Cultural
Entropy = 48%
5%
22%
73%
Here we see the personal values and
current culture of 80 managers. The
organisation is operating at the first
three levels of consciousness. The
managers are at operating at the fifth
level of consciousness. They are not
supported in their development.

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MEASURING CULTURE
START WITH A VALUES SURVEY

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PERSONAL VALUES
Which of the following values and behaviours most reflect who you are?
Pick ten.
CURRENT CULTURE
Which of the following values/behaviours most reflect how your
organisation currently operates? Pick ten.
DESIRED CULTURE
Which of the following values/behaviours most reflect how you would like
your organisation to operate? Pick ten.

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Placement of Values by Level (100 employees)
Top Ten Values
1. tradition (L) (59)
2. diversity (54)
3. control (L) (53)
4. goals orientation (46)
5. knowledge (43)
6. creativity (42)
7. productivity (37)
8. image (L) (36)
9. profit (36)
10. open communication (31)
10
42 5
7
9
6
8
3
110
Current Culture
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

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11%
1
2
3
4
5
6
7
Cultural
Entropy
Placement of Values by Level (100 employees)
Current Culture
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

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What is Cultural Entropy?
The amount of energy that is consumed in an organisation
doing unnecessary or unproductive work that does not
add value.
It is a measure of the conflict, friction and frustration that
employees encounter in their day-to-day activities that
prevent the organisation from operating at peak
performance.

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Cultural Entropy and Engagement
Cultural entropy
significantly
impacts
employee
engagement.
25%
35%
45%
55%
65%
75%
85%
0% 5% 10% 15% 20% 25% 30%
Cultural Entropy
EmployeeEngagement
Research carried out in 163 organisations in Australia by Hewitt Associates
and the Barrett Values Centre in 2008.
Low Entropy =
High Engagement
High Entropy =
Low Engagement

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Entropy and Engagement
Cultural Entropy Most employees
are ….
10% or less Highly Engaged
11% to 20% Engaged
21% to 30% Becoming Disengaged
31% to 40% Disengaged
41% or more Highly Disengaged

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SA Bank: Group (2011)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 2-2-5-1 | IROS (L)= 0-0-0-0 IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 2
CC - DC 6
PV - DC 4
Health
Index (PL)
PV: 10-0
CC: 10-0
DC: 10-0
1. accountability 8576 4(R)
2. honesty 6133 5(I)
3. commitment 5221 5(I)
4. respect 4420 2(R)
5. family 4057 2(R)
6. integrity 4023 5(I)
7. caring 3568 2(R)
8. balance (home/work) 3526 4(I)
9. responsibility 3279 4(I)
10. efficiency 3085 3(I)
2. client-driven 4571 6(O)
3. client satisfaction 3486 2(O)
4. brand reputation 2740 3(O)
5. achievement 2491 3(I)
6. teamwork 2408 4(R)
7. environmental
awareness
2372 6(S)
9. being the best 2218 3(O)
10. cost-consciousness 2187 3(O)
2. balance (home/work) 4183 4(O)
3. client-driven 3864 6(O)
4. client satisfaction 3742 2(O)
5. employee recognition 3297 2(R)
6. honesty 3053 5(I)
8. achievement 2809 3(I)
9. teamwork 2744 4(R)
10. employee satisfaction 2687 2(O)
Values Plot Copyright 2011 Barrett Values Centre April 2011
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal

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1%
0%
1%
5%
16%
16%
26%
4%
7%
24%
0% 20% 40%
1
2
3
4
5
6
7
3%
3%
5%
5%
11%
20%
13%
14%
6%
20%
0% 20% 40%
1
2
3
4
5
6
7
1%
0%
0%
5%
15%
16%
21%
12%
5%
25%
0% 20% 40%
1
2
3
4
5
6
7
SA Bank: Group (2011)
C
T
S
Values Distribution Copyright 2011 Barrett Values Centre April 2011
C = Common Good
T = Transformation
S = Self-Interest
Positive Values
Potentially Limiting
Values
CTS = 37-24-39
Entropy = 2%
CTS = 33-20-47
Entropy = 11%
CTS = 38-25-37
Entropy = 1%
Personal
Values
Current Culture
Values
Desired Culture
Values

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SA Bank: Evolution of Current Culture
1. cost-consciousness
2. profit
3. accountability
4. community involvement
5. client-driven
6. process-driven
7. bureaucracy (L)
9. client satisfaction
10. silo mentality (L)
2005
2. accountability
3. client-driven
6. performance driven
7. profit
8. bureaucracy (L)
9. teamwork
2006
1. client-driven
2. accountability
7. profit
8. achievement
9. being the best
2007 2008
1. accountability
2. client-driven
5. achievement
7. teamwork
9. being the best
10. delivery
3 Matches CC-
DC
Entropy 25%
4 Matches CC-
DC
Entropy 19%
4 Matches CC-
DC
Entropy 17%
5 Matches CC-
DC
Entropy 14%

58
SA Bank: Evolution of Current Culture
2009 2010 2011
1. accountability
2. client-driven
6. achievement
7. teamwork
8. employee recognition
9. being the best
1. accountability
3. client-driven
4. teamwork
5. brand reputation
6. being the best
7. achievement
8. commitment
1. accountability
2. client-driven
4. brand reputation
5. achievement
6. teamwork
7. environmental awareness
8. commitment
9. being the best
6 Matches CC-
DC
Entropy 13%
6 Matches CC-
DC
Entropy 13%
6 Matches CC-
DC
Entropy 11%

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Evolution of Number of Survey
Participants
8%
25%
38%
51%
67%
73%
77%
75%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2005 2006 2007 2008 2009 2010 2011 2012
Percentage of
employees voluntarily
participating in the
values assessment grew
significantly each year as
people realized that the
leaders of the
organisation were
paying attention to the
results of the
assessment.

60
Cultural Entropy Evolution
Cultural entropy
reduction led to
improved performance
through increased
employee engagement,
increased revenues,
improved productivity,
and increase in share
price.
25%
19%
17%
14%
13% 13%
11%
10%
0%
5%
10%
15%
20%
25%
30%
2005 2006 2007 2008 2009 2010 2011 2012
Cutlural Entropy

61
Revenue Evolution
0%
5%
10%
15%
20%
25%
30%
0
5000
10000
15000
20000
25000
30000
35000
2005 2006 2007 2008 2009 2010 2011 2012
Revenue Cultural Entropy
Annual
revenue
increases as
cultural
entropy falls.
Global Economic
Meltdown

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0%
5%
10%
15%
20%
25%
30%
0
200
400
600
800
1000
1200
2005 2006 2007 2008 2009 2010 2011 2012
Revenue per Capita Cultural Entropy
Revenue per
capita
increases as
cultural
entropy falls.
Productivity Evolution
Global Economic
Meltdown

63
0%
5%
10%
15%
20%
25%
30%
0
5000
10000
15000
20000
2005 2006 2007 2008 2009 2010 2011 2012
Share Price Cutlural Entropy
Share price
(cents)
increases as
cultural entropy
falls.
Share Price Evolution
Global Economic
Meltdown

64
For more information
• Go to www.valuescentre.com
• See Blog http://evolutionarycoachingblog.wordpress.com
• The Book Evolutionary Coaching by Richard Barrett
• Contact Me richard@valuescentre.com

Evolutionary coaching v5

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