Coaching Skills for Executive ManagersDr. Susan R. Meyer, MCC (IAC), BCC, President,International Association of Coaching Aileen Gibb, MCC (IAC), President, Inspired FuturesKrishna Kumar, Founder, IntradConsult, BCCNatalie Tucker Miller, MCC (IAC), Lead Certifier, founderAgeless-Sages
Why coach managers to use coaching skills?Managers need a ―fast-acting anti-venom to thebusiness-as-usual mode of high task/lowrelationship, self-serving agendas, directing andtelling, anonymous feedback, holding peopleaccountable, excessive use of jargon, andmandating initiatives that cause people to weepon too many fine days.‖Susan Scott, Fierce Leadership
Why teach managers the IACMasteries™ as a framework?Coaching is as much of a mindset as itis a process and related set of skills.The IAC Masteries provide a frameworkfor both developing a coaching mindsetand a powerful toolkit to developproductive workplace relationships.
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
2. Perceiving and affirming the client’s potential Expand vs. stretchTo create a high-performance team, we must replace typical management activitieslike supervising, checking, monitoring and controlling with new behaviors likecoaching and communicating. Ray Smith CEO, Bell-AtlanticA coach acts as a guide by challenging and supporting people in achieving theirpersonal and organizational performance objectives. This coaching processbecomes the foundation for creating the true ―high performance, feedback rich‖culture that is supported by feedback flowing in a full 360° fashion – down to directreports, across to peers, and up to one’s supervisor.Thomas G. Crane
3.Engaged listening Being aware of vs. preempting Enzo, from The Art of Racing in the Rain. – "Heres why I will be a good person. Because I listen. Icannot speak, so I listen very well. I never interrupt, Inever deflect the course of the conversation with acomment of my own. People, if you pay attention,change the direction of one anothers conversationsconstantly. Its like having a passenger in your car whosuddenly grabs the steering wheel and turns you down aside street."
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
5.ExpressingCommunication 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
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
7.Helping the client set and keep clear intentions Transform vs. ChangeThe conventional definition ofmanagement is getting work done throughpeople, but real management isdeveloping people through work.Agha Hasan Abedi
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
9.Helping the client create and use supportive systems and structuresSupportive 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, theres 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
Thank You To get more information about theMasteries, subscribe to the IAC Voice or join the IAC, go to: www.certifiedcoach.org