Leadership Development Program - Coaching

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To support the AIESEC in Spain Leadership Development Program Session 6 Coaching

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  • Intro: Welcome everyone Ask who’s around Me – Joined @ in 2006 in @Recife, Brazil CR member 10 months, VTPM, BTMU, LCP, CEEDer in @Mexico, currently MCVPLCD&TM in Canada and MCPe I’ve coached more than 20 LC’s -------------- Who has coaching experience? Who has a coachee experience? --------------
  • Continuity Information Management Empowering / Delegation
  • How Can you as coach develop each of these competencies in yourself?
  • Mention Exercise
  • My perception of being a coach
  • Hold them accountable
  • Leadership Development Program - Coaching

    1. 1. Functional Coaching
    2. 2. Introductions
    3. 3. Agenda <ul><li>Coaching Basics </li></ul><ul><li>Coaching Theory </li></ul><ul><li>Exercise </li></ul><ul><li>Tips </li></ul><ul><li>Wrap-up </li></ul>
    4. 4. What can you expect? <ul><li>Organic discussions </li></ul><ul><li>Basics about coaching </li></ul><ul><li>Coaching Step-by-Step </li></ul><ul><li>Tips and hints </li></ul><ul><li>Sharing experiences and concerns </li></ul>
    5. 5. What you can NOT expect <ul><li>Leave this workshop as a great coach </li></ul><ul><li>All the answers to your challenges </li></ul><ul><li>- Coaching demands practice. Expect to gain the tools and develop the mindset to become a great coach and find your own answers. </li></ul>
    6. 6. What’s coaching – In AIESEC <ul><li>Coaching   refers to the activity of a coach in developing the abilities of coachees or clients . Coaching tends to focus on the achievement by coachees of a goal or specific skill.  </li></ul>What should happen to members in AIESEC?
    7. 7. What’s coaching – In the ‘real’ world Coaching   refers to the activity of a coach in developing the abilities of coachees or clients . Coaching tends to focus on the achievement by coachees of a goal or specific skill.  Why do you think partners value AIESEC? What kind of conclusion can make?
    8. 8. What’s coaching <ul><li>Coaching vs. Mentoring vs. Training </li></ul><ul><li>Coaching  Achievement of Goals </li></ul><ul><li>Mentoring  Solution for Personal Goals </li></ul><ul><li>Training  Transferring functional knowledge </li></ul><ul><li>- How Many members do you have in your LC? </li></ul><ul><li>- Are your LC achieving the expected results? </li></ul><ul><li>- Are you coaching enough/properly? </li></ul>
    9. 9. Coaching and the @XP
    10. 10. Coaching and the competencies
    11. 11. What is the Job Description of a Coach? <ul><li>Frequent communication with the functional VPs – from 3 to 6 weeks; </li></ul><ul><li>Support on the implementation of functional strategies; </li></ul><ul><li>Support on changing behaviors; </li></ul><ul><li>Track areas plan (implementation of processes and results achieved); </li></ul><ul><li>Generate actions/next steps, track and support on the implementation; </li></ul>
    12. 12. How does coaching work? INPUTS COACHING OUTPUTS TRACKING
    13. 13. Input <ul><li>Performance Assessment / Results </li></ul><ul><li>Individual knowledge </li></ul><ul><li>SONA / LC Cluster </li></ul><ul><li>Job Description </li></ul><ul><li>Feedback </li></ul><ul><li>Outputs from other coaching sessions </li></ul>
    14. 14. How does it work? INPUT COACHING OUTPUT TRACKING
    15. 15. How does it work? - simplifying Input = current scenario Output = Ideal State Process = Coaching = Bridging the gap
    16. 16. Coaching 1) Define: Goals for the coaching session 2) Analyze: What is the Coachee situation about the subject of coaching 3) Explore: Define How to reach the defined goals 4) Act: Set the dead-lines -- 5) Learning: Execution 6) Return: Evaluation of what was defined and what was reached
    17. 17. Step 1 - Define <ul><li>What’s the reason for the coaching meeting I’m having with ‘Maria’? </li></ul><ul><li>She’s supposed to be raising TNs, but she’s not  </li></ul><ul><li>So my goal is: Get Maria to Raise TNs </li></ul>
    18. 18. Exercise – Step 1 <ul><li>Think of someone or an entity (i.e. LC) that is under performing </li></ul><ul><li>In a piece of paper / word doc write down: </li></ul><ul><li>What is/are your goal(s) for that person/LC (i.e. Get Maria to raise TNs) and why that’s your goal. </li></ul>
    19. 19. Step 1 - Define <ul><li>What to do with it? </li></ul><ul><li>Basis for the next step </li></ul><ul><li>Align with your Coachee when start the coaching. </li></ul>
    20. 20. Step 2 - Analyze <ul><li>Ideally it should be done with your coachee. </li></ul><ul><li>Why? Do I need to coach ‘Maria’? </li></ul><ul><li>Why is she possibly underperforming? </li></ul><ul><li>Overall analysis: i.e. SWOT </li></ul>
    21. 21. Exercise – Step 2 <ul><li>Define what are the SWOT around your ‘Maria’ </li></ul><ul><li>Strengths </li></ul><ul><li>Weakness </li></ul><ul><li>Opportunities </li></ul><ul><li>Threats </li></ul><ul><li>Also add some information you find valid on the side. </li></ul>
    22. 22. Step 3 – Explore <ul><li>Based on the analysis, what can be done? </li></ul><ul><li>Conversation with your coachee. </li></ul><ul><li>You don’t have to know all the answers, but the right questions. </li></ul><ul><li>Push or/and Pull? </li></ul><ul><li>Can involve feedback </li></ul><ul><li>Together find solutions to change behavior/current situation </li></ul>
    23. 23. Exercise – Step 3 <ul><li>Connect you Goal to your Current Scenario – bridge the gap </li></ul><ul><li>What can be done to make Maria move from the current situation to the desired situation (goal of the coaching)? </li></ul><ul><li>Activity: </li></ul><ul><li>Create a list of possible actions </li></ul><ul><li>Mark on the side, what you’d push and what you’d pull in the real coaching. </li></ul>
    24. 24. Step 04 - Act <ul><li>Filter from the list of solutions, designed in the Explore, and see what is actually possible/feasible to be implemented. </li></ul><ul><li>Return on Investment (amount of effort vs. impact) </li></ul><ul><li>Put the selected activities in a timeline, give a copy to your coachee </li></ul><ul><li>Schedule the next follow-up coaching meeting </li></ul><ul><li>Motivate the Coachee to perform these solutions </li></ul>
    25. 25. Step 05 - Learning <ul><li>Let the coachee experience the change </li></ul><ul><li>Don’t babysit them </li></ul><ul><li>Don’t be condescending </li></ul>
    26. 26. Step 06 - Return <ul><li>The Follow-up meeting </li></ul><ul><li>Track actions </li></ul><ul><li>Ask how the learning was </li></ul><ul><li>Feedback </li></ul><ul><li>Encourage </li></ul><ul><li>Set next steps: Re-evaluate: Do any activities again or (ideally) coach someone (members) to do that activity? </li></ul><ul><li>Coaching  delegating responsibilities (@XP) </li></ul>
    27. 27. How does it work? INPUT COACHING OUTPUT TRACKING
    28. 28. Outputs People Development Taking Responsibilities (Delegating activities) Results Knowledge Retention Competency Development Fun
    29. 29. How does it work? INPUT COACHING OUTPUT TRACKING
    30. 30. Tracking
    31. 31. tips <ul><li>1. Recognize success – celebrate your team’s victories. </li></ul><ul><li>2. Focus on what is possible – It is easy to find problems, be more practical and less perfectionist. </li></ul><ul><li>3. Empowerment gives the feeling of custody and ownership. Remember to always give the coachee the needed support. </li></ul><ul><li>4. Recognize people efforts </li></ul>
    32. 32. Exercise – How much do you do that? What can I do to improve in each of these points? <ul><li>1. Recognize success – celebrate your team’s victories. </li></ul><ul><li>2. Focus on what is possible – It is easy to find problems, be more practical and less perfectionist. </li></ul><ul><li>3. Empowerment gives the feeling of custody and ownership. Remember to always give the coachee the needed support. </li></ul><ul><li>4. Recognize people efforts </li></ul>
    33. 33. Keep in mind... <ul><li>Talent is hidden until the challenge shows up! </li></ul>
    34. 34. How do I organize myself for coaching so many LCVPs/Members? <ul><li>GoogleDocs </li></ul><ul><li>Moleskin / Coaching notebook </li></ul><ul><li>Time Management </li></ul>
    35. 35. Thanks! Vitor de Avelar [email_address] Skype: avelar.vitor

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