Read Chapter 9 of On Becoming a Leadership Coach: A Holistic Approach to Coaching Excellence, Second Edition

The authors of On Becoming a Leadership Coach discuss how the G.R.A.C.E. model helps produce a safe space where a powerful coaching relationship can flourish. In what ways do you believe that the G.R.A.C.E. model supports the International Coaching Federation's Code of Ethics for professional coaches?

Think of a time in your work environment when you had a vulnerable conversation with a colleague that may not have gone well, and describe the situation in your post. In hindsight, how might the G.R.A.C.E. model have been useful? Imagine being able to have a do-over of that conversation. What would you have done differently, given what you know now about the role of ethics and G.R.A.C.E. in coaching?