Coachability, in my opinion, is the number-one success factor to consider. The reason is that no matter how experienced or effective the coach might be, no change of the executive (coachee) will occur if the executive does not want to change, recognize the need to change, or does not take responsibility for the change needed. The executive needs to be open to feedback, willing to use the feedback to commit to change, and be willing to be held accountable to the commitment.
Many of the clucking chicken images are the result of hypnosis’s forefather, Franz Anton Mesmer (1734-1815). Mesmer believed that there was an invisible force, a cosmic energy, that could be harnessed by one person to influence another person’s behavior. While his theory was wrong, the techniques he used were effective. These techniques were picked up on and developed over the coming years for therapeutic and medical purposes. Sigmund Freud, for instance, used hypnosis techniques. In the mid-1900s, hypnotherapy as we know it evolved. Milton Erickson (1901-1980) pioneered “indirect hypnosis,” during which therapists work with individual patients to shift their perceptions of themselves and their issues.

After just a few weeks of working with Bernstein, I realized that he had a serious narcissistic personality disorder. His behavior was symptomatic of a sense of entitlement run amok. It is not at all uncommon to find narcissists at the top of workplace hierarchies; before their character flaws prove to be their undoing, they can be very productive. Narcissists are driven to achieve, yet because they are so grandiose, they often end up negating all the good they accomplish. Not only do narcissists devalue those they feel are beneath them, but such self-involved individuals also readily disregard rules they are contemptuous of.

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According to Dr. Ken Grossman, a clinical hypnotherapist in Sacramento, “The only quality that makes someone a good candidate for hypnosis is that they want to stop. What makes someone a poor candidate is that they have no desire to stop.” McGrail agrees, adding, “There are very few people that will not allow themselves to be led into a hypnotic state.” While this may sound far-fetched to skeptics, think of it as the sort of state you’re in when you’re driving and miss your exit — that’s a mild form of hypnosis in and of itself. What these therapists do is just deepen the experience, using our natural capacity for dropping into trance-like states.
It’s a really tough time for athletes. They would go through a period where they are questioning themselves, their work, and their skills. As a psychologist, I’d like to give them time to digest what’s happened, especially at the Olympic games for which they’ve been training for four or eight years. Then they can come to me and reflect on what’s happened. I’d like to be a mirror so that they can talk and open up. To be a sounding board for the athlete, and to start rebuilding if they are ready to do so.
The Federal Dictionary of Occupational Titles describes the job of the hypnotherapist: "Induces hypnotic state in client to increase motivation or alter behavior patterns: Consults with client to determine nature of problem. Prepares client to enter hypnotic state by explaining how hypnosis works and what client will experience. Tests subject to determine degree of physical and emotional suggestibility. Induces hypnotic state in client, using individualized methods and techniques of hypnosis based on interpretation of test results and analysis of client's problem. May train client in self-hypnosis conditioning. GOE: 10.02.02 STRENGTH: S GED: R4 M3 L4 SVP: 7 DLU: 77"[8]
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