Book Review: Coach the Person, not the Problem by Marcia Reynolds

In this review, I take a closer look at Coach the Person, Not the Problem: A Guide to Using Reflective Inquiry by Marcia Reynolds. As always, I’ll introduce the author, summarize the book’s core content, and then evaluate it based on readability, academic rigor, and practical usability—from my perspective as a social constructionist, solution-focused, and narrative coach.

About the Author

Dr. Marcia Reynolds is a highly respected figure in the coaching world. A former President of the ICF and a member of its Circle of Distinction, she’s published several influential books and is widely recognized for her contributions to coaching thought leadership.

Book Structure

The book unfolds in what I’d call three and a half parts:

1. What is a Coaching Conversation?

Including reflections on coaching beliefs and coaching as a lifestyle and culture.

2. The Five Essential Practices of Coaching

These include: coaching the person (not the problem), reflective replay, “brain hacking,” goaltending, and fostering insights and commitments.

3. The Mental Habits of the Coach’s Brain

Featuring: aligning your brain, receiving (not just listening), and catching and releasing judgment.

Plus, a wrap-up section on coaching beyond the session.

Philosophical Foundations

Reynolds draws heavily from Alfred Adler and John Dewey:

• From Adler, she adopts the idea that meaning-making—not experience itself—shapes us. People strive to overcome inferiority and seek significance, and this meaning-making process is central to coaching.

• From Dewey, she brings in the practice of reflective inquiry, emphasizing curiosity, learning through context, and seeing coaching as a process of reflection, not formulaic questioning.

This fits surprisingly well with social constructionist coaching—despite different epistemological roots—because of the shared focus on meaning, reflection, and context.

Coaching as Conversation

Reynolds is clear: coaching is not about solving problems but partnering with clients to explore their thinking. She challenges the overuse of questioning in coaching, emphasizing reflective statements that help clients hear themselves think.

Her tone is refreshingly practical. She points out that coaching must be learned in practice—not theory—and stresses the importance of the coach’s mindset: curiosity, hope, and belief in the client’s capability.

Busting Coaching Myths

In a playful yet sharp chapter titled Crazy Coaching Beliefs, Reynolds debunks common misconceptions:

• You need years to become a good coach. (Not necessarily.)

• Coaching is all about asking powerful questions. (Reflection is just as powerful.)

• Closed questions are “bad.” (They can be crucial in collaborative decision-making.)

• Coaching always needs a clear goal. (Goals often emerge during the session.)

I found myself agreeing with much of her critique—and appreciating her conversational style.

Reflective Practices

Reynolds introduces five practices that underpin her method:

1. Coach the Person, Not the Problem

Go beyond transactional problem-solving to explore what’s truly meaningful to the client.

2. Active Replay

Replay pivotal pieces of client speech to help them reflect. This resembles what we might call “rescuing the spoken from the speaking of it” in narrative coaching.

3. Brain Hacking

While I find this term unscientific and confusing, the concept is interesting: identifying unhelpful stories and shifting them. This is deeply aligned with narrative practices, though Reynolds occasionally positions the coach more as analyst than partner.

4. Goaltending

She stresses the importance of revisiting goals throughout a session—not just setting them at the start—and includes helpful flowcharts for navigating client goals and obstacles.

5. Insights and Commitment

She encourages helping clients generate and commit to their own insights—not just making plans.

Coaching Mindset

Reynolds outlines three key “mental habits” for coaches:

• Align your brain: Enter the coaching space with presence and intention.

• Receive, don’t just listen: Be fully with the client—not just gathering data, but co-creating understanding.

• Catch and release judgment: Acknowledge your own biases and intentionally suspend them.

She also stresses the importance of psychological safety and warns against overusing the word “I” in sessions—not because it’s inherently bad, but because the client should be the center of the conversation.

Final Thoughts and Wrap-Up

Reynolds closes with a compelling call to see coaching not just as a skill set but as an identity. When you “are being a coach,” she writes, others feel seen, heard, and valued. It’s not just what you do—it’s how you are.

Evaluation

• Readability: ★★★★★

Clear structure, crisp language, engaging case studies, and practical lists make this book incredibly accessible—even “beach readable.”

• Academic Rigor: ★★★★☆

Reynolds clearly builds on philosophical and pedagogical foundations. However, her use of brain-based language (“middle brain,” “brain hacking”) is somewhat muddled and not scientifically grounded. Otherwise, her integration of Adler and Dewey is coherent and compelling.

• Practical Usability: ★★★★★

This book is packed with real-world tools and examples. Every chapter contains something a coach can apply right away. A great resource for both novice and seasoned coaches.

Conclusion

I’ll admit—I was skeptical, given the hype around the book. But I thoroughly enjoyed reading it. Reynolds offers a thoughtful, human, and refreshingly direct perspective on coaching. While there are epistemological differences between her approach and mine, the overlap is greater than I expected.

Verdict: Highly recommended. Read it for the practice. Engage with the philosophy. Try it out.

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