BUSINESS BOOK SUMMARIES

Stay on Top of Best in Business Knowledge

SM

February 15, 2010

10 Steps to Successful
Coaching
Sophie Oberstein

©2009 by the American Society for Training & Development

Adapted by permission ASTD Press
ISBN: 1-56286-544-7

Introduction
Workplace coaching has gained in popularity, and it
has evolved from being viewed as a punishment for
poor performance to a perk for those being groomed
for positions of greater responsibility. In 10 Steps to
Successful Coaching, Sophie Oberstein describes
how coaching skills are becoming critical manage-
ment competencies as organizations prepare the next
generation of leaders using fewer financial, human,
and training resources. As workplaces become faster-
paced and more complex, employees at all levels can
gain value from personalized, skilled career assistance.
Companies also benefit because of strengthened rela-
tionships between managers and their direct reports
and through the increased motivation and loyalty of
employees.
Part I: Getting Ready to Coach
Coaching may be a more common occurrence in the
Business Book Summaries® February 15, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved
workplace, and more people have a general under-
standing of what coaching is, but most probably
do not understand the inner workings of the coach-
coachee relationship. Coaching is more than patting
people on the back and giving them enthusiastic
encouragement; rather, it is a management tool that
can help employees realize their career aspirations.
For someone who is beginning a relationship as a
coach for one of their employees, a colleague, or for
someone outside the workplace, there is prepara-
tory work that must be completed prior to the first
coaching meeting. Some of that work involves learn-
ing more about the coaching process, but much of it
involves an internal analysis of motives and skills.
Step One: Prepare Yourself for the Coaching Role
Knowing what coaching is—and is not—is part of the
preparation for coaching. Coming to an understand-
10 Steps to Successful Coaching Sophie Oberstein

ing of what coaching is all about helps new coaches

determine how to approach the role. Taking a one-
size-fits-all approach is not effective due to the diverse Key Concepts
interests and experiences of people in the workplace
and because of the many circumstances where coach- Coaching is not just about patting people on
ing can occur. the back or giving them encouragement. It is a
powerful management tool that helps employ-
Coaching can be a formal or informal relationship ees realize their career aspirations. Successful
which occurs between co-workers, managers and coaching involves the following steps:
their direct reports, or it can be a formalized relation-
ship between a professional coach and client. Despite 1. Prepare for the coaching role.
the different conditions for coaching, the fundamen-
2. Remove personal obstacles to coaching.
tal principle that it is a meaningful and accountable
relationship created through routine one-on-one con- 3. Create the coaching relationship.
versations is universal to all coaching relationships.
4. Find out about the coachee.
The author believes in allowing “much latitude
5. Agree on the coaching goals.
for defining coaching,” but she also believes there
are some definite things that coaching is not. Some 6. Use the power of possibility.
common coaching myths are:
7. Partner to enhance growth between ses-
• Coaching is giving advice. Coaches actually ask a lot sions.
of questions and help people gain an understand-
ing of their own ideas, so that they gain a new 8. Realign when things go bad.
awareness of themselves.
9. Maintain positive changes.
• Coaches have value because they have experience in
10. Complete the coaching cycle.
the coachee’s area of interest or expertise. In many
instances the best coaching comes from some-
one who has an entirely different experience. The
g g g g
value of coaching lies in helping someone under-
stand their own knowledge and experiences in Information about this book and other business titles:
order to use those effectively in current and future www.astd.org
circumstances.
• Coaching is just like therapy. While deep issues Related summaries in the BBS Library:
are discussed and emotions may be a part of the
conversation, coaches do not analyze the past A Manager’s Guide to Coaching
to determine how their coachees came to be in Simple and Effective Ways to Get the Best
their present circumstances. The goal is to look at Out of Your Employees
where someone is and determine how they can By Brian Emerson and Anne Loehr
get to where they want to be.
Coaching Corporate MVPs
• The coach drives the coaching process. The coachee Challenging and Developing
is actually the one who sets the agenda for meet- High-Potential Employees
ings and works in concert with the coach to come By Margaret Butteriss
up with assignments. When the coach calls the
meetings, determines the agenda, and crafts the
assignments, the coach is acting like a boss rather
than a coach.

Business Book Summaries® February 15, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved Page 2
10 Steps to Successful Coaching Sophie Oberstein
Knowing what coaching is not is one way to under-
stand what makes a good coach. Because the
relationship is a partnership, a good coach must listen
actively; understand how to ask probing, open-ended
questions; refrain from giving advice; understand
how to partner to set goals and create meaningful
assignments; and help establish accountability on
both sides of the coaching rela-
tionship. At some point in
Another part of preparing to be asking your coachees to address their own obstacles. To be
coach is understanding the desire authentic in doing so, you will want to know that you have
to coach and the benefits of coach- been willing to do it yourself.
ing to the coach. It is important to
establish the motivations behind the desire to coach
“so that when the going gets tough, when it is hard to
understand how to fit coaching into an already busy
schedule” there is a list of benefits that will serve as
motivators. The many benefits that coaches can reap
include career advancement, becoming a better com-
municator, promoting a more productive workplace,
and improving leadership skills.
Step Two: Remove Personal Obstacles
Once the coaching role and benefits are understood,
coaches need to address any personal obstacles to
being a coach. This is a very important step and might
be one that many are tempted to skip. According to the
author, “This is one of the steps that will set apart an
effective workplace coach from someone who simply
does a good job creating relationships and motivating
enhanced performance.”
One of the obstacles to any relationship, coaching
About the Author
Sophie Oberstein is the founder of Full Expe-
rience Coaching, a leadership and personal
coaching practice. Before becoming a coach,
she served as the Employee Development Man-
ager for the city of Redwood City, California.
Oberstein has published articles in numer-
ous professional journals and is also author of
Beyond Free Coffee and Donuts: Marketing Training
and Development.
Business Book Summaries® February 15, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved
included, is being too busy to notice what is going
on. The act of noticing is the first step in overcoming
the obstacles to coaching. Take some time to sit qui-
etly and reflect about becoming a coach. Some of the
thoughts that might occur are questions about one’s
ability to coach and about possessing sufficient skills
to be an effective coach.
your coaching relationships you are going to
These self-doubts can be addressed only by examining
them to determine their origins. For example, cold feet
about having the ability and expertise to coach might
actually stem from the common coaching myth that a
coach is an expert who drives the process. Remember-
ing that a coach asks questions and is a partner in the
process might help quell that self-doubt.
Another way to address obstacles to coaching is by
entering into a coaching relationship as the coachee.
Being on the other side of a coaching relationship
adds credibility and shows true belief in the power
of coaching.
Step Three: Create the Coaching Relationship(s)
Once potential coaches address their own self-doubts
and obstacles, it is time to study and approach the
coaching relationship. Workplace relationships are
part of what promote happiness and productivity at
work. A workplace coaching relationship is different
from the average work relationship, because it is a
unique type of relationship that requires special care
and attention ranging from “choosing the right coach-
ing partner to establishing interaction expectations.”
Whether or not the coaching relationship is formal
or informal, it is one that is chosen by both parties
as a designed partnership where explicit decisions
are made about how and when the interactions will
occur. It is a relationship where the “pulse is checked
continuously” and where the roles of both parties are
pre-defined. One person is seeking to reach a goal,
and the other is helping with the quest to reach the
goal.
Page 3
10 Steps to Successful Coaching Sophie Oberstein

For those who are not professional coaches and are
looking to establish a coaching relationship with a
colleague, the next step is finding the coachee. Some
guiding questions that can help determine who to
coach include:
• Wait for potential coachees or recruit/approach some-
one? Some coaches might wait for someone to
approach them with issues or questions, while
others might seek out employees or colleagues
who can benefit.
• Coach employees or colleagues? Some coaches prefer
to work with a direct report or someone within
their department, while others prefer those who
are further removed from day-to-day contact.
• Coach high-potential employees or those who have
performance issues? Some coaches choose to work
with employees who show potential for increased
responsibility, while others prefer to work with
those not performing up to expectations. The coach might also seek information from others
by asking the coachee to identify a variety of people
Regardless of what criteria a coach uses, the coachee
from work, and perhaps outside of it, whom the coach
must have the desire and commitment to enter into a
can talk with. Insight from others can give the coach a
coaching relationship.
Most of our workplace relationships are haphazard. The people gained from just the coaching ses-
we surround ourselves with are those who just happen to be
on our teams or in our departments; the way we interact with
each other is based on existing cultural norms or assumptions.
Once two parties have decided to work together, it is
time to begin building the relationship. It is impor-
tant to set clear boundaries and expectations and to
begin to establish trust in the relationship. It might
help to begin the relationship with each person talk-
ing about their definition of and ideas about coaching.
The author also suggests that this is the time to talk
about how to handle issues that might arise in the
coaching partnership. This will help create a chan-
nel of communication if there are difficulties further
down the road. And, the beginning is also the time to
establish some criteria for knowing when it is time to
stop working together.
Step Four: Find Out About the Coachee
Just as coaches must know themselves and under-
stand their motivations for coaching, it is critical to
the coaching process that the coach understands
the person being coached. This information serves a
couple of purposes for the coach. First of all, it allows
the coach to understand the coachee’s behavior, and
secondly, it helps to establish the trust and rapport
between the two parties.
Some coaches accomplish this task by using a person-
ality typing instrument or profile. These tools help
to define typical behavior patterns and stumbling
blocks. Knowing these personality patterns helps a
coach anticipate where hang-ups might occur.
Other tools can help to identify people’s learning
styles, and this is knowledge that can enhance the
coaching relationship as well. It can be a help to know
if the coachee learns better through quiet self-reflec-
tion or through group relationships, and whether
visual, verbal or other stimuli best ensure that infor-
mation is absorbed and understood.
broader perspective than might be
sions alone.
This learning process is one that
will go on throughout the relation-
ship. During meetings, coaches
observe a lot that helps them to better understand the
person they are coaching. The author believes that a
“powerful way to learn about the coachee’s style and
impact is to observe the coachee at work.” It helps to
further understand behavior by seeing how time is
used, interruptions are handled, and what interper-
sonal skills are displayed.
If observation is used, the coach should schedule time
to discuss the observation and provide feedback. Use
the sandwich technique to debrief by giving a piece of
constructive feedback sandwiched between two posi-
tive items or strengths.
Other things that are helpful for the coach to know
about the coachee are values, and skills and achieve-
ments. Some of this information will come out in any
personality instruments that are used, in conversa-

Business Book Summaries® February 15, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved Page 4
10 Steps to Successful Coaching Sophie Oberstein

tions with others, and in observation. Another way
might be to engage in a fun question and answer ses-
sion that can also serve as an ice-breaker. Coaches can
pose such questions as:
• If you could hear a speech from a leading figure in
any field, who would it be?
• What would a movie about your life be called?
What songs would be on the soundtrack?
• What would a stained glass window in your
house depict?
Setting 3-T goals requires coming up with concrete,
measurable or tangible, tasks. For example, arriving at
work 20 minutes earlier or speaking up three times in
a meeting. Some goals are harder to measure or make
tangible, such as becoming more trusting. Tying a slid-
ing scale to goals like this can make them measurable.
For instance, when the goal is set, coachees determine
their current trust level on a scale of 1-10. As coach-
ing progresses, they periodically re-rate themselves
on the same scale to determine if they have become
more trusting.

• What one object should you throw away but The time-bound piece of the goal setting helps to pro-
never will? vide motivation as well as a set period for action. An
example of a time-bound goal is stating that in two-
This discovery process is important for establishing months the coachee will have a system for following
the coaching relationship, and it helps both parties up on calls and letters in place. Adding the phrase “in
make a deeper connection. order to spend more time at home,” makes this a goal
Part II: The Coaching Relationship one that is also tied to something important.
Once the preparatory work for
coaching is complete, the ground
We humans are social animals and our relationships are very
rules for the partnership have important to us. A workplace coaching relationship has the
been established, and the coach potential to be one of those transforming and positive relation-
has gathered information about ships in our lives.
the coachee, it is time for the work
to begin. In order to ensure a productive partnership, Setting goals is just the first part of the process. It is
both parties will need to agree on their coaching goals also important to set up an action plan or a road map
and build their partnership around solid work during for meeting the goals. Some may set up charts or con-
and between coaching sessions. tinuums to show progress, while others might opt for
a self-evaluation prior to each coaching session, which
Step Five: Agree on What Should Be Accomplished
can serve as an agenda for the upcoming meeting.
Both the coach and the coachee need to agree on the
Step Six: Using the Power of Possibility
focus and goals for the coaching relationship. There
are many topics and skills that coaching can focus on, Often times the goals that are set might be modest, or
such as career path, money management, or leader- they might appear to be stretch goals but in reality are
ship, just to name a few. Once the focus is established, not. One of the ways that coaches can really benefit
it is time to set the goals. In a coaching relationship, their coachees is by helping them “dream and plan
goals serve as reference points to be checked periodi- bigger than they think they can.” This helps reinforce
cally. Progress towards goals helps provide proof that the idea that it is possible to reach established goals,
the coaching relationship is working. or possibly even move beyond those goals. Coaches
can use the skill of championing to help reinforce this
Many will use SMART goals. SMART goals are Spe-
power of possibility.
cific, Measurable, Achievable, Realistic, and Timely.
The author uses what she calls the 3-T goals because Championing may require coaches to push their
she feels that a personal tie-in is missing in SMART coachees to go beyond their comfort zone. After all,
goals. 3-T goals are Tangible, Time-bound, and Tied as the author points out, “People do not need another
to something that matters personally or profession- protector; they need someone who will inspire them
ally. and expand their possibilities.” A coach does this by

Business Book Summaries® February 15, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved Page 5
10 Steps to Successful Coaching Sophie Oberstein

examining the goals and dreams that are presented by
the coachee and exploring ways to make them bigger,
as well as looking for places where the coachee might
be holding back.
One caveat to championing is not to take it too far and
turn it into an agenda, or to use it to imply that it is
wrong to do anything other than go for the biggest
dream. After all, the dreams belong to the coachees,
and, if they choose to follow a different path, that has
to be okay. “Championing” the dream is simply let-
ting them know it is okay to go for it.
Acknowledging is another skill that coaches can use
to help reinforce the power of possibility. Acknowl-
edging is like holding a mirror in front of a person
and helping that person see the best traits in him or
herself. Acknowledging goes beyond recognizing
accomplishments and successes and involves reveal-
ing a person’s core whether that “be a good person,
a powerful person, a thoughtful person, or a smart
person.” When people see themselves in a positive Coaching homework assignments differ greatly from
light they are apt to accomplish more. those given in school, as both parties partner to create
the assignment, and in fact, the coachee should take
Coaches are not afraid of people failing or getting their hopes
dashed. They generally believe that people are capable, power- suggest assignments that would
ful, and terrific. They know their coachees are strong enough
to handle hardships in pursuit of a goal.
One technique for helping coachees see their pos-
sibilities is through the use of thoughtful questions.
One reason for this is that questions tend to get past
people’s defenses and prompt them to devise answers
that work for them. Open-ended, curious, bold, and
often naïve questions are the most powerful. These
are the questions that get at the heart of the matter.
Examples include “why” questions, “why don’t
you…” questions, or questions about details that pro-
voke thought and internal analysis.
Listening subsequently becomes a very important skill
for coaches. Coaches can improve their listening by
improving their skills of active listening. Active listen-
ing involves:
• restating the answer briefly
• mirroring the essence or most important points of
the answer
• hearing and understanding both the content and
emotion in the answer
When coachees know that they have been heard, they
will be open to sorting out their feelings and working
on solutions.
Step Seven: Partner to Enhance Growth Between
Sessions
The exploration and conversation that go on in a
coaching session is important, but so is the work that
goes on between coaching sessions. Coaching home-
work is important because coachees have a chance to
work on skills and goals on their own, to make their
own discoveries about themselves, and to find solu-
tions independently. The homework also serves to
keep the coaching sessions in the forefront rather than
allowing them to fade into the background between
coaching sessions.
the lead in determining assign-
ments. The coach can and should
be helpful, but it must be okay for
those assignments to be turned
down or modified.
Assignments might be work-related projects, answer-
ing some thought-provoking questions, trying out
a new mantra, or anything else that will help with
meeting the goals that have been set. Coaching assign-
ments may not always be active. They might involve
thinking through an issue or mentally preparing for
a tough meeting. The bottom line is that the assign-
ments must be compelling and meaningful.
Part III: Keeping the Momentum
Coaching relationships require total honesty on the
part of both parties, and the topics explored can be
ones that are uncomfortable to one or both parties.
Sometimes this can lead to tension and cause prob-
lems in the relationship between coach and coachee.
Keeping the momentum going and the relationship
working can call upon some special skills.

Business Book Summaries® February 15, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved Page 6
10 Steps to Successful Coaching Sophie Oberstein

Step Eight: Realign When Things Go Bad relationship of this type, and that exploring the under-
lying issues might produce some positive results. This
There are times when a coaching relationship is not
will help steer the focus away from blame and turn it
running as smoothly as it could. It is incumbent upon
towards making a more positive relationship.
the coach to recognize the situation and to analyze it.
Here are a few signs: Some common reasons which may account for this
rough spot include:
• It is getting difficult. Each session is a struggle that
is dreaded. • the coachee may have forgotten that the coach
is not supposed to provide all the guidance and
• The agenda keeps changing. The coachee is not
answers
focusing and new issues surface each week.
• the coachee has a glass-half-empty attitude and
• The sessions are sounding like broken records. The
needs to be reminded more frequently of suc-
same issues are being discussed with no resolu-
cesses
tion.
• the coachee does not want to deal with emotional
• The discussion is superficial. The conversation only
content
skims the surface and the coachee is uninvolved.
• the coachee lacks confidence, or is overconfident
• Resistance and defensiveness are a part of the ses-
sions. Although formerly engaged and willing Some ways to approach solving the identified issues
participant, the coachee becomes defensive and are to ask the coachee what kind of support would
challenging. be helpful; review milestones that have been reached;
and provide resources for any issues that are identi-
The skill of listening, particularly the “skill of listening
fied.
to what is not being said,” is important in these situa-
tions. The author believes that the
coach must look at the conversa- Many appliances and electronic products come with trouble-
tion “from the fly-on-the-wall shooting guides—those charts that list things that could go
vantage point. From that distance wrong and a few suggestions for fixing them. It is unfortunate
the coach can see how the third
party in the room is doing—that
that in coaching, as in life, the troubleshooting guide is not
is, the relationship.” included.
Relationship realignment starts with the coach. Go
Step Nine: Maintain Positive Changes
back to that self-examination done in preparation
for coaching and make sure that any of the obstacles When the majority or all of the major milestones have
identified there are not to blame. Next, examine the been met, it does not necessarily mean that it is time
relationship with the coachee. Are there any angry or to end the coaching relationship. The ground must
negative feelings? If so, analyze them. Is there profes- be set so that the changes can be maintained. Think
sional or personal jealousy? Is it an issue of respect? about Weight Watchers: when someone reaches their
goal weight, they move from regular membership to
If there are issues that cannot be overcome, then it
lifetime membership, which is designed to help rein-
might be time to sever the relationship and suggest a
force the habits and keep the weight off. It is similar
new coach. If there is not a reason to sever the relation-
in coaching.
ship, then it is time to talk with the coachee. Go back
to the discussion from Step Three about handling the Both coach and coachee will know they have reached
relationship if it should turn difficult. this step when there is not much to discuss from
week-to-week and when the goals shift from meeting
It is important to keep this meeting positive and to
new challenges to remaining in a positive productive
make sure the coachee understands that this relation-
place. People moving into maintenance realize what
ship is important. Explain that this is not unusual in a
Business Book Summaries® February 15, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved Page 7
10 Steps to Successful Coaching Sophie Oberstein
they have accomplished and that those accomplish-
ments took a lot of work. However, they also may be
afraid that they cannot maintain or move ahead on
their own.
Exploring this fear is part of the process. Try to deter-
mine if the fear is imagined or real. If it is imagined,
explore techniques such as positive self talk or a
mantra to help the coachee move beyond the fear.
If the fear is based on real factors, like negative col-
leagues or bosses, then set up action plans that can be
implemented as necessary.
Another technique for helping a coachee stick with
positive new habits is celebration. Celebrations in
coaching can be festive, but they might also be sober
reflections on what has been accomplished. These
occasions will affirm the work that has been put in
to the process and provide motivation for continuing.
It might be helpful to create a stretch assignment.
For example, if learning how to trust in order not to
micromanage was a goal that has been achieved, one
could ask that those same techniques be put to use in
other areas.
Scheduling periodic follow up sessions, either in
person or via phone, in which the coachee checks in is
another way to ensure that the change is maintained.
At this point the sessions will probably be shorter and
further apart, and it might be helpful to identify a col-
league or friend to provide support between sessions.
Step Ten: Complete the Coaching Cycle
Coaching is a relationship that is designed to end.
Its intent is to create independence and to encourage
individuals to find their own fulfillment.
The four parts to ending a coaching relationship are:
1. Noticing a sign in the coaching relationship, or recog-
nizing that something is changing
2. Learning, or incorporating the successes and fail-
ures during the relationship
3. Celebrating, or acknowledging how each has con-
tributed to the relationship and to the outcomes
4. Intention setting, or being clear and purposeful
about what comes next
Options should be discussed at the end of a coaching
Business Book Summaries® February 15, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved
relationship. Will the sessions be stopped completely
and immediately or will there be a transition period
with meetings occurring less frequently? Is there a
possibility for a recontracting of the relationship in
the future with new goals and objectives? This clo-
sure conversation can help cement the learning that
has taken place.
g g g g
Features of the Book
Reading Time 3-4 hours, 230 pages
Anyone who is exploring the possibility of becoming a
workplace coach can use 10 Steps to Successful Coach-
ing by Sophie Oberstein as an entry point. It will also
prove useful to managers who want to improve their
interactions and relationships with their direct reports.
Each chapter provides guidance in a critical coaching
step by providing examples, as well as exercises and
tools. There are worksheets and plans for the coach to
use personally as well as tools that coaches can use in
sessions with their coachees. Each chapter also has a
section called Applying the Learning that can form the
basis for a personal action plan. The tools and infor-
mation in this book will serve as a roadmap to help
prepare new coaches and to serve as a refresher to
those who have been coaching for a while.
Contents
Preface
Introduction
Step One: Prepare Yourself for the Coaching Role
Step Two: Remove Personal Obstacles
Step Three: Create Your Coaching Relationship
Step Four: Find Out About Your Coachee
Step Five: Agree on What You Want to Accomplish
Step Six: Use the Power of Possibility
Step Seven: Partner to Enhance Growth Between Ses-
sions
Step Eight: Realign When Things Go Bad
Step Nine: Maintain Positive Changes
Page 8
10 Steps to Successful Coaching Sophie Oberstein

Step Ten: Complete the Coaching Cycle

Conclusion
Resources
Index
About the Author

A Note to Our Readers

We at BBS encourage our readers to purchase the business books we summarize.
BBS Summaries are intended as a service to busy professionals, as we recommend only those books
that are worth your time to read in their entirety. We apply stringent criteria in selecting only the best
business books, and in that selection process, strive to help you make informed book-purchasing decisions.

This book is available at bookstores and online booksellers.

Business Book Summaries® is a service of EBSCO Publishing, Inc.

For more information about BBS, to subscribe to BBS,
or to provide us feedback, visit our Web site.
www.businessbookreview.com

EBSCO Publishing Inc.

10 Estes Street
Ipswich, MA 01938 USA
www.ebscohost.com

Copyright of Business Book Review and Business Book Summaries is property of EBSCO Publishing Inc. and its
content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s
express written permission. However, users may print, download or email articles for individual use.

Business Book Summaries® February 15, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved Page 9
Copyright of Business Book Review Library is the property of EBSCO Publishing and its content may not be
copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written
permission. However, users may print, download, or email articles for individual use.
Copyright of 10 Steps to Successful Coaching - Business Book Summaries is the property of Great Neck
Publishing and its content may not be copied or emailed to multiple sites or posted to a listserv without the
copyright holder's express written permission. However, users may print, download, or email articles for
individual use.