Managers are often promoted to leadership positions after mastering task completion. Unfortunately, many become unintentional micro-managers focused on task completion rather than people development. When leaders understand that, first and foremost, they are in the people business, and when they gain practical skills to develop people, the tasks miraculously take care of themselves. One trend dominating today’s leadership literature is the leader as a coach, but what’s missing are practical instructions and examples of how to begin and sustain a relevant coaching model. Learn the current state of employee engagement and uncover two practical methods for people development through the coaching lens: The A.R.T. of asking questions and the C.U.P. method of feedback.