Coaching skills
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Transcript of Coaching skills
COACHING SEMINAR
Average PA of AIESEC Indonesia is 60 (mid performance) !Little - non-existent star members. !Lack of development activities from TLPs to TMPs !Enable TLPs with the activities and basic knowledge and skills about coaching !Infuse mindset of ‘purposeful and challenging experiences’ within every TLP.
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WHAT IS YOUR ROLE?
AIESEC Indonesia is not producing leaders. We are not producing leadership
development experiences. That stops now.
WHAT IS A COACH?
COACHsupports,
explains, instructs and directs others via encouragement and
asking questions
provides guidance, directions
and feedback to ensure successful
performance
centred on goals
focused on helping individuals into
immediate action
be the best you can be.
Every TLP in AIESEC Indonesia is a coach.
Point A
Point B
POINT OF COACHING
Point A
Point B
POINT OF COACHINGcoaching
SITUATIONAL LEADERSHIP
diagnosis flexibility partnering
assess members
current needs
adjusting your leadership style to suit the situation
reach agreement with the members
about current performance and
how to grow
PROCESS OF COACHING
diagnosis
SITUATIONAL LEADERSHIP
Developing your members over a period
of time to reach the highest level of
performance and development
Commitment
Competency
Flexibility Partn
ersh
ip
Self-Reliant Achiever (D4)
Capable but Cautious Achiever
(D3)
Disillusioned Learner (D2)
Enthusiastic Beginner (D1)
High Competence High Commitment
Moderate - High Competence
Variable Commitment
Low - some competence
Low Commitment
Low Competence High Commitment
Supporting
Directing
Diagnosis
SITUATIONAL LEADERSHIP
Diagnosis
proactive learning !demonstrating integrity
it’s not about giving a rating
it’s about reaching an agreement and setting goals
SITUATIONAL LEADERSHIP
Diagnosis
Self-Reliant Achiever (D4)
Capable but Cautious Achiever
(D3)Disillusioned Learner (D2)
Enthusiastic Beginner (D1)
This individual is confident, inspired, can inspire others, an expert, self-assured, accomplished and proactive.
Self-critical, doubtful, capable, makes a productive contribution, insecure, generally self-driven but needs continuous challenges and opportunities to stay motivated
Discouraged, overwhelmed, confused, needs assurance that mistakes are part of the learning process, unreliable, inconsistent, flashes of competence but needs more development and knowledge
Inexperienced, Eager to learn, willing to take direction, excited and optimistic, can make mistakes, not aware of what they don’t know but need to know.
SITUATIONAL LEADERSHIP
Diagnosis
Questions you can ask yourself about your members: !1. What is the goal/task they are currently undertaking 2. How strong are your members skills for this task? 3. How advanced are your member’s transferable skills (eg. communication skills) 4. How inspired/enthusiastic/motivated is your member? 5. How confident/ self-assured is this individual?
SITUATIONAL LEADERSHIP
D1 NEEDS OF D-1 !1. Recognition of enthusiasm 2. Defining clear goals with timeline 3. Standards for what a good job looks like 4. Constantly learning new skills 5. Frequent feedback 6. Solutions to problems and challenges they face
SITUATIONAL LEADERSHIP
D2 NEEDS OF D-2 !1.Clear Goals 2. Praise for making progress 3. Frequent Feedback 4. Coaching to build and refine skills 5. Constant reaffirmation of clarity of why for each task/activity 6. Tips/tricks about how to do tasks more effectively
SITUATIONAL LEADERSHIP
D3 NEEDS OF D-3 !1. An approachable mentor or coach 2. A kickstart to overcoming procrastination 3. Support to develop self-reliant problem solving skills 4. Constant encouragement to develop confidence within themselves
SITUATIONAL LEADERSHIP
D4 NEEDS OF D-4 !1. Variety and Challenges 2. Leadership Style: mentoring rather than manager 3. Authority and Responsibility 4. Trust 5. Opportunities to share knowledge and ideas !
flexibility
SITUATIONAL LEADERSHIP
Flexibility
• Telling, showing people what, when, how to do activities. • Frequent Feedback • For insecure/ low self confidence individuals
• Listening, facilitating self-reliant problem solving skills • Praising and involving others in decision making. • Asking a lot of questions, • High in confidence, very secure
Directive Behaviour
(Push)
SUPPORTIVE Behaviour
(PULL)
SITUATIONAL LEADERSHIP
FlexibilityDirecting (S1) Coaching (S2) Supporting (S3) Delegating (S3)
High Directing Low Supporting
High Directing High Supporting
Low Directing High Supporting
Low Supporting Low Directing
• Defining • Planning • Orientating • Teaching • Checking • Teaching • Monitoring
• Re-Directing • Praise • Encouragement • Prioritising • Sharing feedback • Team Feedback:
move team to become more self-reliant
• !
• Listening • Re-assuring • Collaborative • Giving feedback • Appreciating
• Allowing • Trusting • Empowering • Affirming • Acknowledging • Challenging
SITUATIONAL LEADERSHIPS1
INTENT: Help your members develop their competence
HOW: 1. Goal Setting and
Personal Development Plan
2. Establish Timeline 3. Set priorities 4. Tell team how for
everything - even simple tasks.
goal setting
showing and telling
how
BEHAVIOUR:
SITUATIONAL LEADERSHIPS2
INTENT: show that you care about the individual’s personal and professional development
HOW: 1. lead with ideas and
always connect everything back to the WHY.
2. find something to praise and acknowledge
3. provide resources and knowledge for individual to build their own
listen
consult
BEHAVIOUR:
SITUATIONAL LEADERSHIPS3
INTENT: Pull ideas out of the individual
HOW: 1. pull ideas from
individual 2. suggest JD change for
low motivation 3. make yourself human
and vulnerable 4. ask open-ended
questions
listen
self reliant
problem solver
BEHAVIOUR:
SITUATIONAL LEADERSHIPS4
INTENT: Encourage and facilitate individual to go outside what he/she thought was possible.
HOW: 1. Trust judgement 2. Assist and allow
individual to innovate 3. Acknowledge, allow or
reward contribution 4. Ask to be kept
informed.
striving for excellence
allow individual to take LEAD.
BEHAVIOUR:
SITUATIONAL LEADERSHIP
Flexibility
Enthusiastic Beginner (D1)
Disillusioned Learner (D2)
Capable but Cautious Achiever
(D3)Self-Reliant
Achiever (D4)
Directing (S1) Coaching (S2) Supporting (S3) Delegating (S4)
partnering
SITUATIONAL LEADERSHIP
Partnering
ARE YOU… •having short regular meetings with your members? •connecting personal goals to organisational goals? •agreeing on SMART goals? •having clear expectations about work, communication etc. •constantly assessing your members development level? •constantly adjusting your leadership style for your members?
RECAP•All good performance starts with a clear purpose and goals
•Development levels should be goal or task specific
•Ensure you tailor your leadership style to the situation/ individual
•Good performance is a journey not a destination •Situational leadership is something you need to do with people not to people
WHAT IS YOUR ROLE?
What are you focused on?
COACH
what have been your key behaviours? what have your key
actions?
COACH
knowledge skill attitude
what would you like your timeline to show? how does it contribute
to your LC growth?
THANK YOU :)