Transformational Executive Coaching Expands people’s capacity to take effective action. Challenges beliefs and assumptions that are responsible for one’s actions and behaviors. Examines what one does, why one does what one does, but also who one is. What are the principles upon which one forms identity?

1. EXECUTIVE COACHING…For the Seriously
Curious
Presenter: Dr. Maynard Brusman
Consulting Psychologist &
Executive Coach

2. DEFINITION OF
EXECUTIVE COACHING
l A facilitative one-to-one mutually designed
relationship between a professional coach and a
key contributor who has a powerful position in the
organization. The focus of the coaching is usually
upon organizational performance, but may have a
personal component as well.
International Coach Federation

3. WHAT IS A COACH?
l A “trusted role model, adviser, wise person,
friend, Mensch, steward, or guide – a person who
works with emerging human and organizational
forces to tap new energy and purpose, to shape
new visions and plans, and to generate desired
results. A coach is someone trained and devoted to
guiding others into increased competence,
commitment, and confidence.”
F. Hudson, 1999

4. TRANSFORMATIONAL
COACHING
l Expands people’s capacity to take effective
action.
l Challenges beliefs and assumptions that are
responsible for one’s actions and behaviors.
l Examines what one does, why one does
what one does, but also who one is. What
are the principles upon which one forms
identity?

5. MEANINGFUL CHANGE
“It is incumbent on each of us, to start telling
our story in such a way that you can grant
magnificence back to your work and back to what
you do. If you can’ t grant magnificence to your
work, you grant magnificence to yourself and have
the courage to step out of it into something that is
really commensurate to your gifts and is a place
where you can really feel like you come alive
again at the frontier of your own destiny”
David Whyte, 1999

6. MENTORING
l In Homer’s Odyssey, Odysseus, left his son,
Telemachus, with Mentor, a wise person
who agreed to raise the boy until Odysseus
could return. Mentor modeled the skills and
attitudes that Telemachus needed.

7. PSYCHOTHERAPY VS.
COACHING
l Psychotherapy generally deals with
emotional or behavioral problems.
l Coaching moves an already successful
person toward greater effectiveness.

8. MASTERFUL COACHES
l The ability to inspire
l Setting higher standards
l Honesty and integrity
l Disciplined intensity
l Forwarding action
l A passion to help others learn and grow
Robert Hargrove, 1995

9. EXECUTIVE COACHING
THREE MAJOR STEPS
1. Contracting
Develop mutual understanding of coaching
process, expected outcomes, specific issues and
time frame. Minimum of 6 months.
2. Assessment and Development of Action Plan
Structured interview, data collection and
assessment instruments to clarify values, interests,
work style and other key factors. Multi-Rater
360-Degree Feedback and development plan.
3. Implementation
Weekly one to three hour sessions.

10. THE EXECUTIVE COACH
l Observes clients behavior in the workplace.
l Creates a partnership with clients engaging
in a dialogue of mutual influence.
l Gives respectful, candid feedback to both
client and company.
l Operates with the highest standards of
honesty and integrity.

11. INSTRUMENTED
ASSESSMENT
l Leadership, Personality and V alues Tools

12. MULTI-
MULTI-RATER 360-DEGREE
360-
FEEDBACK
l Enhances self-awareness by highlighting
what supervisors, peers, subordinates, and
customers see as an individual’s strengths
and development needs.

13. BENEFITS OF COACHING
l Create the best choices and decisions possible for you
and your company.
l Enhance leadership capability.
l Develop more effective interpersonal communication
skills.
l Improve job performance and develop skills to manage
conflict and change.
l Clarify causes of behavior and create a strategy for long
term change.
l Achieve more business and personal goals.
l Improve communication between leaders and their team.
l Resolve problems that impede job performance.

14. COACHING ROLES
l Coaching for skills – to focus on a client’s current
project or task.
l Coaching for performance – to focus on a client’s
effectiveness in a present job.
l Coaching for development – to focus on a client’s
future job responsibilities and/or career.
l Coaching for an executive’ s agenda – to focus on
a client’s larger issues, including better business
results.
Robert Witherspoon, 2000

15. TOP REASONS FOR
OFFERING COACHING
l Sharpen the leadership skills of high-potential
individuals.
l Correct management behavior problems such as
poor communication skills, failure to develop
subordinates, or indecisiveness.
l Ensure the success of new managers.
l Correct employee relations problems such as poor
interpersonal skills, disorganization, demeaning or
arrogant behavior.
l Provide the required management and leadership
skills to technically oriented employees.

16. OUTCOMES OF
EXECUTIVE COACHING
l Preventing executive derailment.
l Improve specific managerial competencies
or solve specific problems.
l Help executives address behaviors or issues that
impede job effectiveness.
l Better management by enhancing executive’s
ability to navigate sensitive political issues.
l Strengthening strategic decision-making.

17. EXECUTIVE DERAILMENT
l Difficulty managing change.
l Not being able to work well in a team.
l Poor interpersonal relations.

18. EMOTIONAL
INTELLIGENCE
l The ability to send, understand, and
effectively apply the power and acumen of
emotions as a source of human energy,
information, trust, creativity, and influence.

19. EMOTIONAL
INTELLIGENCE AT WORK
l Self-awareness
l Self-regulation
l Motivation
l Empathy
l Social Skill

20. EMPLOYEE RETENTION
l Research shows that the quality of the
relationship between manager and
employee is major predictor of keeping
talented people.

21. EFFECTIVE COACHING
IN ORGANIZATIONS
l Involves much more than goal-setting.
l Unleashes the human spirit and expands
people’s capacity to reach stretch goals and
bring about real change.

22. ORGANIZATION CULTURE
l Coaching explores the context or the
conclusions, beliefs and assumptions people
in the organization have reached in order to
succeed.
l Context is shaped by the shared
interpretations people make about their
work environment.
l Includes the management culture.

23. KEY COACHING
PRINCIPLES
1. Proper coach/client synergy.
2. When people are fully heard, they move
forward.
3. Sometimes the client has the answer,
sometimes the coach does.
4. One can have a great life.
5. Humans operate at one percent of our
potential.

24. KEY COACHING
PRINCIPLES
6. Success is a basic human right.
7. Most people don’t know what they truly want.
8. What one puts up with costs one dearly.
9. Client defines success.
10. We are all Picassos-In-Training.
Thomas Leonard
www.coachville.com

25. QUESTIONS FOR
SELECTING A COACH
1. What direct experiences do you have regarding
what I need to accomplish?
2. Who else have you coached in a similar
situation? Did they reach their goals?
3. If I were your client, what strategies would you
offer based on what I’ve explained about my
situation?
4. What’s your approach when coaching clients?
5. What’s your personal style?
6. What’s your biggest strength?

26. QUESTIONS FOR
SELECTING A COACH
7. Who would you turn down and why?
8. Do you have any immediate suggestions for
changes?
9. Why would you want to work with me?
10. How much do you charge?
11. Am I required to sign up for a minimum amount
of time?
12. How much advance notice is required for
canceling an appointment?
Source: Coach University; 800.48.COACH

27. SELECTING A COACH
1. Look for coaches who are credentialed or who’ve
had some type of professional training.
2. Know your objectives in working with a coach.
Assess which coach will be a good fit.
3. Choose someone who can inspire, support and
challenge you.
4. Interview three coaches. Ask about experiences,
approach, qualifications and skills.
5. Ask for two references.
6. Educate yourself about coaching.
888.BE.MY .COACH; www.coachfederation.org.

28. INITIAL COACHING
SESSIONS
l Examining clients personal values, interests and
creating a personal mission statement.
l Coaching conversation around aligning the
organizational purpose and goals with those of the
person being coached.
l Examine gaps between what person believes they
do and what they actually do.
l Coach uses listening and observing skills, and asks
the right questions.

29. COACHING STRATEGIES
l Forge a Partnership
Build trust and understanding so people want to
work with you.
l Inspire Commitment
Build insight and motivation so people focus their
energy on goals that matter.
l Grow Skills
Build new competencies to ensure people know
how to do what is required.

30. COACHING STRATEGIES
l Promote Persistence
Build stamina and discipline to make sure
learning lasts on the job.
l Shape the Environment
Build organizational support to reward
learning and remove barriers.
Personnel Decisions International, 1996

31. APPRECIATIVE INQUIRY
l Clients are guided through a conversation
process to explore “What is working well?”
l Search for solutions that already exist.

32. How to Get the Most Out of
Coaching
1. Talk about what matters most.
2. Focus on how you want to feel.
3. Get more space, not more time, into your
life.
4. Reduce energy drains.
5. Be open to see things differently

33. How to Get the Most Out of
Coaching
6. Increase self-awareness.
7. Design and strengthen your business and
personal environments.
8. Improve your ability to give feedback.
9. Be clear about your goals and take action.
10. Be willing to evolve yourself, not just
increase performance.

34. THREE LEVELS OF
LISTENING
1. Listening that considers impact on us.
2. Listening that is primarily focused on
other person.
3. Listening with wide open attention and
acute awareness of all cues and stimuli.

35. COACHING QUESTIONS
1. What is your purpose?
2. What do you need to learn?
3. What do you perceive are your greatest
strengths?
4. Can you identify the patterns of when you
have gotten in your own way?
5. What skill or ability would you like to
develop?

36. COACHING QUESTIONS
6. What decisions do you need to make?
7. What gives you meaning?
8. What are your 3 most important values?
9. What limiting self-talk are you aware of?
10. What are your personal resources?
11. What changes do you want to make?
12. Which first steps can you take?

37. Dr. Maynard Brusman
Consulting Psychologist & Executive Coach
Working Resources
P .O. Box 471525 San Francisco, California
94147
T el: 415-546-1252
E-mail: mbrusman@workingresources.com
Web Site: http://www.workingresources.com
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