Organizations’ capabilities to adapt are becoming more crucial nowadays and in the future. According to Kotter & Heskett (1992), adaptive organizations tend to (1) be run by strong leaders that are committed to winning the hearts and minds of people; (2) give balanced attention to serving customers, employees, and stockholders; (3) be highly energized and aligned on common goals; (4) be receptive to change, responsive to opportunity and dedicated to creative risk taking; (5) provide a cheerleading, encouraging environment that builds confidence and morale; (6) provide a high-trust environment that identifies and confronts problems; (7) be filled with supportive and enthusiastic people who recognize initiative; (8) emphasize fairness, integrity, and “doing the right thing”. Crane (The Heart of Coaching, 2007): progressive leadership recognizes that these characteristics as crucial to supporting high performance. Coaching is one element critical to creating these conditions; let’s name it herein, character number nine. These characters provide better organizations for people to create and innovate. A 1997 study by Olivero, Bane and Kopelman found that a training program alone increased productivity 28%, but the addition of follow-up coaching to the training increased productivity 88% (read further “The Neuroscience of Leadership” by Rock & Schwartz in strategy+business Special Issue, Booz Allen Hamilton, Autumn 2007). (IM-ED™ Coaching/