This document outlines a professional development day for administrative managers focused on coaching skills. It defines coaching, discusses its purpose and benefits, and presents models and techniques for effective coaching including trust, active listening, feedback, and handling difficult interactions. The day includes workshops on career development, networking, and practicing coaching skills through breakout discussions.

1. Manager as Coach
Administrative Managers
Professional Development Day
March 30, 2005
Maurizio Morselli, Citigroup Corporate and
Investment Bank

2. March 30, 2005 Administrative Managers Professional Development Day 2
Objectives
 To review the fundamentals of coaching
 To present a model for career coaching
 To practice coaching skills
 To plan a coaching discussion

3. March 30, 2005 Administrative Managers Professional Development Day 3
Overview of Workshops:
Defining One’s Career to
Leadership
 Career Action Inventory
 Career Development Model
 Career Leverage Inventory
 Career Options
 Connections
 Networking

4. March 30, 2005 Administrative Managers Professional Development Day 4
What is Coaching
s
 Means for learning &
development
 Guiding someone
toward their goals
 About inspiring and
supporting
 An opportunity to
correct someone’s
behavior/actions
 Having all the
answers
 About trying to
address personal
issues
Coaching is Coaching is not

5. March 30, 2005 Administrative Managers Professional Development Day 5
Purpose & Benefits of
Coaching
 Maximize individual
strengths
 Reach their full
potential
 Achieve new skills
 Prepare for new
responsibilities
Purpose Benefits
 Increased job
satisfaction &
employee motivation
 Improved working
relationship
 More productive teams
 More effective use of
organizational
resources

6. March 30, 2005 Administrative Managers Professional Development Day 6
Leader as Coach
 Focus on:
 Telling
 Directing
 Authority
 Immediate needs
 Specific outcomes
 Focus on:
 Exploring
 Facilitating
 Partnership
 Long-term
development
 Many possible
outcomes
Managing Coaching

7. March 30, 2005 Administrative Managers Professional Development Day 7
Coaching Essentials
 Trust
 Active Listening
 Open-ended questions
 Advocacy
 Give and Receive Effective Feedback
 SBI Model
 Create awareness
 Connect
 Action

8. March 30, 2005 Administrative Managers Professional Development Day 8
Standard-Behavior-Impact
Model
State:
Standard
Behavior, Skill, or Process
Impact (actual or potential)
When you need to give specific in-depth
feedback

9. March 30, 2005 Administrative Managers Professional Development Day 9
Supporting the Plan
 Action plan
 Realistic goals?
 Help prioritize tasks?
 Highlight potential obstacles/brainstorm
potential solutions
 Additional support?
 Follow-up

10. March 30, 2005 Administrative Managers Professional Development Day 10
Steps for Handling Difficult
Interactions
1. Identify the root cause
2. Select a strategy based on the root cause.
3. Implement the strategy.
4. Monitor your strategy’s effectiveness

11. March 30, 2005 Administrative Managers Professional Development Day 11
Tips for Responding to
Upsetting Behavior
 You can’t avoid conflicts, but you can manage
their outcomes.
 Treat difficult behavior as a joint problem.
 Establish agreement on core issues.
 Work in the present tense—avoid reference to
past mistakes.
 Don’t get caught in an eye-for-an-eye policy.

12. March 30, 2005 Administrative Managers Professional Development Day 12
Skill Practice
 Break out Discussion
 Wrap-up and Shared Conclusions

13. March 30, 2005 Administrative Managers Professional Development Day 13
Wrap-up
 Thank YOU and remember:
“ You cannot teach a person anything: you can
only help them discover it within themselves” –
mm