Like so many helping professionals today, coaches are discovering that the most effective treatment plan is not always the one that takes the most time. Preface xi Getting Started 1(44) Introducing Elizabeth 3(4) The Origin of Brief Coaching 7(2) Major Tenets of the Solution-Building Paradigm 9(9) How People Change 18(3) What to Say and How to Say It 21(8) Clarity of Client Goals 29(5) Creating a Detailed Road Map 34(6) Using the Client's Skills 40(5) Simple Tools for Serious Tasks 45(52) Beginning With the End in Mind (Or Sight) 46(4) Goal Negotiations 50(9) Miracle Pictures 59(7) Scaling Questions 66(6) Useful Language Skills 72(13) Additional Tasks of the First Session 85(12) Tasks Between Sessions and Follow-Up 97(40) Guidelines for Experiments and Tasks 97(8) Experiments That Break the Pattern 105(9) When It is Better 114(8) When Clients Say Nothing is Different 122(3) When Clients Say Things are Worse 125(3) When Clients Do not Follow Suggestions 128(2) When Clients Report Setbacks 130(3) When to Say Good-Bye 133(4) Coaching in Challenging Situations 137(60) We Cannot Make Others Change 137(11) Dealing With Challenging People 148(14) Clients in Conflict 162(17) Mandated Clients 179(10) Indecisive Clients 189(8) Infrequent but Serious Situations 197(26) When A Setback Occurs 199(5) When There is no Progress 204(5) Crises and Emergencies 209(7) Ways to Refer the Client to Other Services 216(1) How to Make the Most of a Single Session 217(2) Conclusions 219(4) Appendix: Coaching Exercises and Reminders 223(14) Solution Building With Mandated Clients 223(2) Client Engagement 225(1) Ears: Elicit, Amplify, Reinforce, Start Again 226(1) Compliment as Intervention 227(2) A Head Start in Building Cooperation With Clients: Solution-Building Tools 229(3) Lead-In Possibilities in Solution-Building Practice 232(2) Useful Language Skills 234(3) Index 237