Executive Coaching Making Your EAP Indispensable

1. Executive CoachingMaking Your EAP Indispensable Jason Sackett, LCSW, PCC, CEAP Center for Work and Family LifeUniversity of Southern California

2. Learning Objectives • Differentiate coaching from other services • Understand value/ security benefits to your EAP • Describe coach credentialing options

3. Attractive Elements to Coaching • Start immediately • Clinical background a great foundation • Lower stigma, more accessible • People WANT it! • Unlimited potential clients • Suitable for virtual delivery • Can produce dramatic results quickly • Complements and enhances clinical work

4. Client Prerequisites for Coaching • Fundamentally whole • Ample strengths • Capable of designing own agenda/actions • Can be trusted to be the experts of their lives • Growth-oriented • Non-remedial

5. Coaching can engageunder-served / high-value employees • New or emerging leaders • Faculty • Physicians Managed care can’t compete!

6. Coaching Efforts Are Paying Off All MD cases, 6 years prior to coaching = 23

7. Broadly, a Coach is a… • Facilitator • Thinking partner • Accountability manager/ cheerleader

8. What Does Coaching Look Like? • Robust interview /collaborative partnershipin which coach facilitates exploration and awareness to support action toward a desired outcome • Identification of values and strengths • Discovery of untapped resources, blind spots, derailers • Overcoming obstacles, maximizing potential, and holding accountable to realize goals • Client ultimately sets agenda, responsible for all outcomes

9. What Does Coaching Look Like?(Facilitation of Discovery) Client awareness Setting/ refining goals congruent with core values/ motivations Designing actions Increased ownership, empowerment, commitment, follow-through

10. What Does Coaching Look Like?(Mechanics of Coaching) • Coach and client co-create goals/ desired outcomes • Coach explores, facilitates awareness • Coaching presence • Active listening • Powerful questioning • Reflective observations • Coach promotes explicit, intentional, measurable plan • Coach provides accountability to sustain commitment

11. Coaching forBoosting Performance • Decision making • Enhanced or sustained performance • Time management • Enhanced relationships • Leveraging strengths • Work-life balance

12. Coaching for Development • Leadership development • Developing communication skills • Professionalism / Emotional Intelligence • 12% of coaching clients seek coaching to avoid job jeopardy

13. Use of Assessment Tools Leadership 360 MBTI DISC Emergenetics Emotional Intelligence (Bar-On EQi)

14. Coaching vs. Counseling Coaching Client is whole, capable, full of strengths, trusted to be expert Ambitious goals, growth-oriented Non-directive Non-consultative “Above the line” Counseling Client needs to heal before can fully access strengths, drive process Remedial goals, reparative Can be directive Can be consultative “Below the line”

15. Coaching vs. Consulting Coaching Client is the expert, finds own answers through exploration Client designs own actions Coach’s only expertise is coaching Consulting Consultant is the expert, provides answers Consultant suggests action Consultant chosen based on expertise, specialized knowledge

16. Coaching vs. Mentoring Coaching Coach is a partner Coach explores resources and networks with client, prompts client to design actions to access/ develop these Mentoring Mentor is a model Mentor provides systems, networks, models to be borrowed or replicated

17. Coaching vs. Training Coaching No instruction Client pursues own skill development No micro level skills focus, but may facilitate awareness of training needs and how to access Training Relies on instruction Trainer helps develop skills using performance feedback Focuses on micro skill level

18. How CWFL is Supporting a“Coaching Culture” at USC • Associate Coaches program • Coaching Manager training

19. Credentialing—International Coach Federation (ICF)www.coachfederation.org Associate Certified Coach (ACC) Professional Certified Coach (PCC) 125 hours of coach-specific training 10 hours of mentor coaching 500 hours of coaching experience Written test Performance demo Master CertifiedCoach (MCC) • 60 hours of coach-specific training • 10 hours of mentor coaching • 100 hours of coaching experience • Written test • Performance demo • 200 hours of coach-specific training • 10 hours of mentor coaching • 2,500 hours of coaching experience • Written test • Performance demo

20. Credentialing—Center for Credentialing & Education (CCE)www.cce-global.org/BCC Board Certified Coach • Variable hours of professional coach training • Licensed therapist = 30 hours • Master’s degree = 60 hours • Bachelor’s degree = 120 hours • 30 hours of coaching experience

21. Credentialing—European Mentoring & Coaching Council (EMCC)www.emccouncil.org/eu/en/accreditation/eia Foundation Practitioner Senior Practitioner MasterPractitioner • 1 year of practice • 50 client contact hours • 5 clients • 3 years of practice • 100 client contact hours • 10 clients • 5 years of practice • 250 client contact hours • 20 clients • 7 years of practice • 500 client contact hours • 40 clients

22. Feel Free to Contact Mejsackett@usc.edu310-251-2885 (mobile)