Naomi Deutscher - Executive Coach

Coaching is an intensive, confidential process of interaction over a period of time to accomplish certain goals and gain a new way of operating. A coach encourages executives to articulate their vision, plan for its execution and develop skills or behaviors to achieve it. This respectful, inquiring form of conversation, listening and input expands the executive’s ability to move forward in areas having a strategic impact on results and relationships.

Coaching works best when a person:

Makes changes, is willing to learn and takes ownership.
Commits to goals and wants to be held accountable for results.
Does what it takes to make progress with patience and persistence

	The Coaching Process: Contracting Develop a mutual understanding of the coaching process and their specific situation. Create a vision with goals and desired outcomes by meeting in person. Determine the gap between where they are now and where they want to be. Set an appropriate time frame for coaching (typically 3-6 months).
	Action Plan Plan initial steps for each goal according to priority and aligned with their vision. Clarify their role, skills, interests, work styles and other key factors that affect the achievement of each goal. Dialogue to explore their commitment to the change and feedback on alternative directions. Identify measures to know that they have achieved these goals.
	Implementation Regular coaching sessions focus on problem solving, skill acquisition, insights, removal of barriers and adjustments to action plans. The coach gives direct feedback and asks thought-provoking questions to encourage movement and experimentation. The executive can practice using new behaviors and ways of thinking during the sessions and plan fieldwork occurring between sessions. Ongoing sessions will usually be on the phone, but in-person meetings will be arranged whenever useful. Together the coach and the executive will evaluate the progress made over time.
	Executive Coaching Situations:

Building a confident, polished executive presence for board meetings
Making a transition to a higher level position
Taking a team through a reorganization
Starting a new office or department
Planning performance and career development for a management team
Bridging the gap between their style and their manager’s
Developing delegation, backup and cross-training plans with a hands-on manager
Retaining valued staff by creating a positive work environment and mentoring
Employing strategic, non-reactive communication style for a high exposure position
Setting new expectations and motivating an area to perform at a higher level

The coaching sessions allowed me to step back and view what was going on around me and to strategize different ways to handle the situation. I was the only member of the management team who remained when the others left, so the new manager and myself were able to use the coaching sessions to learn about each other's styles and how to work best together.

-Mutual Funds Accounting Manager at a Financial Services Company

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