The author states that, over the course of workshops designed to elicit preferences, tastes, and feelings, he "remained the odd man out. I'm pursuing my dream career already, while everyone else (aside perhaps from the publicist) had come searching for answers to a particular set of problems and concerns. Skepticism may be the proper mind-set with which to enter into a coaching relationship, but you have to want to be coached. I didn't. I was just some jerk trying to play along. The group felt it. I felt it. So after one lost weekend, I didn't need any coaching to decide not to return for a second one." (Underwood, 2005, 85) This desire on the part of the participant to want coaching thus is vital -- individauls must be motivated to seek advice and to execute that advice, whether motivated by the prospect of a promotion or orgaizational loyalty. But Underwood's dissatisfaction does not necessarily invalidate life coaching as an oraganizational tool for the military or any other cohesive organization. A coaching seminar designed to focus indivdiuals upon a particular goal, around a core set of values through training exercises is what real coaching is all about. But coaches are supposed to motiveate individuals...

(February 2005) "Are you being coached?" Fast Company. Feb 2005 Issue 91: p.83. Retrieved 8 Feb 2005 at http://www.fastcompany.com/magazine/91/open_playbook.html
Underwood, Ryan. (February 2005) "Coaching School Dropout." Fast Company. Feb 2005 Issue 91: p.85. Retrieved 8 Feb 2005 at http://www.fastcompany.com/magazine/91/guinea-pig.html