Ellinger et al. (2011) defines managerial coaching as “a facilitator of learning by implementing behaviors that enable employees to learn and develop job-related skills and abilities”. Managerial coaching has gained momentum in recent years in both practice and academic interest (Lebihan, 2011; McCarthy and Milner, 2013). In the UK, this could perhaps be explained by the abolition of the staffing profession and the rise of human resource management, which has led to line managers being responsible for the personal development of their staff (Caldwell, 2003). The rise of management coaching is highlighted in the CIPD Annual Report 2014 which states that over three quarters of organizations now offer coaching and mentoring (CIPD, 2014: 11). At this point I have attended six three-hour lessons, mostly practical. where I experienced much of my coaching. In the time away from class I have also attempted to practice what I have learned with my partner on several occasions. In total, I think I practiced about six hours of management coaching. Although I am not currently in a management position, the fact that I took this course despite not holding a management position could possibly work in my favor. Despite my very limited experience, I have undoubtedly begun to recognize the complexity of management coaching; My goal is to explain what I mean by this by the end of this article. My reliance on using the sample questions often resulted in a failure to truly listen and an inability to further explore some of the coachee's responses to my questions. If this were not the case I would have found myself "accepting" the problem, Grant's page (2013) warns coaches of the dangers of "acceptance" and states that a great coach continues to listen "until he feels a glimmer of a solution " '. Furthermore, as someone who naturally tries to offer solutions to problems, despite using the recommended nondirective language (Starr, 2012), I often found myself subtly trying to lead the coachee to a solution. In a management context, Leimon et al. (2005) suggests that managers accustomed to offering suggestions may find the non-directive approach of management coaching difficult. Lastly, when I coached I tended to lack flexibility. When I got distracted and the conversation lost direction, I often chose an example question from the GROW framework to try to get me back on track, which was neither relevant nor right.