1. Coaching Skills for Executive Managers Dr. Susan R. Meyer, MCC (IAC), BCC President, International Association of Coaching Natalie Tucker Miller, MCC (IAC), BCC, Past President and Lead Certifier, International Association of Coaching

2. Why coach managers to use coaching skills? Managers need a “fast-acting anti-venom to the business-as-usual mode of high task/low relationship, self-serving agendas, directing and telling, anonymous feedback, holding people accountable, excessive use of jargon, and mandating initiatives that cause people to weep on too many fine days.” Susan Scott, Fierce Leadership

3. Why teach managers the IAC Masteries™ as a framework? Coaching is as much of a mindset as it is a process and related set of skills. The IAC Masteries provide a framework for both developing a coaching mindset and utilizing specific skills to develop productive workplace relationships.

4. The IAC Coaching Masteries ™

5. 1.Establishing and maintaining a relationship of trust Collaborative vs. Cooperative Only 51% of employees have trust and confidence in senior management. Only 36% of employees believe their leaders act with honesty and integrity. Stephen M. R. Covey, The Speed of Trust

6. 2. Perceiving and affirming the client’s potential Expand vs. stretch To create a high-performance team, we must replace typical management activities like supervising, checking, monitoring and controlling with new behaviors like coaching and communicating. Ray Smith CEO, Bell-Atlantic A coach acts as a guide by challenging and supporting people in achieving their personal and organizational performance objectives. This coaching process becomes the foundation for creating the true “high performance, feedback rich” culture that is supported by feedback flowing in a full 360° fashion – down to direct reports, across to peers, and up to one’s supervisor. Thomas G. Crane

7. 3.Engaged listening Being aware of vs. preempting Enzo, from The Art of Racing in the Rain. – "Here's why I will be a good person. Because I listen. I cannot speak, so I listen very well. I never interrupt, I never deflect the course of the conversation with a comment of my own. People, if you pay attention, change the direction of one another's conversations constantly. It's like having a passenger in your car who suddenly grabs the steering wheel and turns you down a side street."

8. 4. Processing in the present Attuned vs. alert You cannot truly listen to anyone and do anything else at the same time. - M. Scott Peck

9. 5. Expressing Communication for rather than communication to The basic building block of good communications is the feeling that every human being is unique and of value. — Unknown A typewriter is a means of transcribing thought, not expressing it. Marshall McLuhan

10. 6. Clarifying Simplicity vs. complexity When the subject is strong, simplicity is the only way to treat it. – Jacob Lawrence Some problems are so complex that you have to be highly intelligent and well- informed just to be undecided about them. - Laurence J. Peter

11. 7.Helping the client set and keep clear intentions Transform vs. Change The conventional definition of management is getting work done through people, but real management is developing people through work. Agha Hasan Abedi

12. 8. Inviting possibilityCreative vs. prescriptive The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man. George Bernard Shaw

13. 9. Helping the client create and use supportive systems and structures Supportive structures vs. constraining process A lot of us have jobs where we need to give people structure but that is different from controlling. Keith Miller Just remember, there's a right way and a wrong way to do everything and the wrong way is to keep trying to make everybody else do it the right way. M*A*S*H, Colonel Potter

14. Thank You We look forward to spending time with you again on June 22nd for a deeper look at the IAC Coaching Masteries™ as a Framework for Managers with case examples from Dr. Susan R. Meyer, Natalie Tucker Miller, Aileen Gibb and Krishna Kumar !