Trust, acceptance and genuineness are essential for a sound coaching relationship. The needs, perceptions and motivations of the coach are a key ingredient. So little of the human relations management literature deals with the fact that there are some people we just do not want to be with or give anything to because we plainly do not like them. Transfers of Learning You can read a book on interviewing, participate in workshops, agree on the best principles and rehearse the scripts. These can be difficult transfers.
Adjustment is needed.
Skill is needed for this to be successful and motivate rather than demotivate setting up barriers. The manager may want to help the learner but faces a dilemma. Post-solution reviews are important to discuss what was learnt. Consultative B to A - the manager initiates the problem, raises it with the client and then, as a coach, helps the client generate their own solution. There is still a need for feedback on progress.