Ethics Q & A
Setting
Boundaries
Jane M. Faulkner, PCC
A highly respected coach
and sought-after leadership
consultant in Seattle, Jane
helps a diverse range of
clients transform challenges
into signature strengths
and leadership mastery. As
a Leadership and Executive
Coach, she works with
professionals, emerging
leaders, executives and
business owners in the areas
of leadership development,
team building, communication
and conflict management. She
serves on ICF’s Independent
Review Board. She is a
Certified Professional Co-active
Coach. Learn more at
www.janefaulkner.net.
Q: I’m an external coach for a large
corporation where I’ve been tasked with
coaching Dave*, a manager within the
organization. The company’s human
resources department is sponsoring the
coaching engagement.
During my first meeting with Dave, I learned
that when his current position was originally
open, his manager, Sue, wanted to promote
one of his direct reports, Barb, instead of
him. Dave explained that, as a result, he
feels challenged in his ability to manage
Barb and depressed by the whole situation.
After my first meeting with Dave, Sue called
me and reported receiving complaints
about Dave’s management skills and style
from Barb. She then asked me to share
information about Dave with her for
inclusion in his next performance review.
How can I navigate this situation in
an ethically appropriate fashion
while still me