This book approaches coaching not simply as a technique but as a "perspective," helping individuals and organizations achieve fundamental change.
This book contains the author's 21 years of actual coaching experience, starting his coaching career with the question, "Where are you going now, Team Leader?"

People live with different faces and various roles depending on their environment.
We each wear our own masks and face the world.

--- p.26

Actions directed toward desire always have a purpose.
We move to close the gap between what we want and what we feel we are actually getting.

--- p.44

The reason conflicts arise between people is because each person's 'good world' and reality collide.

--- p.46

Alfred Adler did not view emotions as mere reactions.
He understood emotions as signals with a purpose.

--- p.63

When we ask ourselves, 'Am I doing this role well?', the standard for judgment is 'role value.'
Values ​​are like a compass that guides us in complex situations.

--- p.90

To develop competencies, it is important to first understand your own mindset.
No matter how much knowledge and skills you acquire, it is difficult to develop new capabilities without changing your mindset.
--- p.102

"Is my current intention content or context?" This kind of self-examination allows coaches to engage more authentically and effectively in conversations with clients.

--- p.112

Motivation is the system that initiates action, will makes that action greater, and environment makes it last.
--- p.186

The key to performance evaluation is ‘clarity of criteria.’
When standards are unclear, misunderstandings arise, and distrust and conflict arise instead of motivation.
--- p.209

The problem of underachievers is not simply due to a lack of individual ability.
In many cases, four factors work together: competency, motivation, relationships, and organizational culture.

--- p.274