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COACHING 
SEMINAR
Average PA of AIESEC Indonesia is 60 (mid 
performance) 
! 
Little - non-existent star members. 
! 
Lack of development ac...
WHAT IS 
YOUR 
ROLE?
AIESEC Indonesia is not producing leaders. 
We are not producing leadership 
development experiences. 
That stops now.
WHAT IS A 
COACH?
COACH 
supports, 
explains, instructs 
and directs others via 
encouragement and 
asking questions 
provides 
guidance, di...
Every TLP in AIESEC Indonesia is a 
coach.
POINT OF COACHING 
Point A 
Point B
POINT OF COACHING 
coaching 
Point A 
Point B
SITUATIONAL 
LEADERSHIP
PROCESS OF COACHING 
diagnosis flexibility partnering 
assess 
members 
current needs 
adjusting your 
leadership 
style t...
diagnosis
SITUATIONAL LEADERSHIP 
Developing your 
members over a period 
of time to reach the 
highest level of 
performance and 
d...
SITUATIONAL LEADERSHIP 
Diagnosis 
proactive learning 
! 
demonstrating 
integrity 
it’s not about 
giving a rating 
it’s ...
SITUATIONAL LEADERSHIP 
Diagnosis 
Self-Reliant 
Achiever (D4) 
Capable but 
Cautious Achiever 
(D3) 
Disillusioned 
Learn...
SITUATIONAL LEADERSHIP 
Diagnosis 
Questions you can ask yourself about your members: 
! 
1. What is the goal/task they ar...
SITUATIONAL LEADERSHIP 
D1 NEEDS OF D-1 
! 
1. Recognition of enthusiasm 
2. Defining clear goals with timeline 
3. Standa...
SITUATIONAL LEADERSHIP 
D2 NEEDS OF D-2 
! 
1.Clear Goals 
2. Praise for making progress 
3. Frequent Feedback 
4. Coachin...
SITUATIONAL LEADERSHIP 
D3 NEEDS OF D-3 
! 
1. An approachable mentor or coach 
2. A kickstart to overcoming procrastinati...
SITUATIONAL LEADERSHIP 
D4 NEEDS OF D-4 
! 
1. Variety and Challenges 
2. Leadership Style: mentoring rather than manager ...
flexibility
SITUATIONAL LEADERSHIP 
Flexibility 
• Telling, showing people what, when, how to do activities. 
• Frequent Feedback 
• F...
SITUATIONAL LEADERSHIP 
Flexibility 
Directing (S1) Coaching (S2) Supporting (S3) Delegating (S3) 
High Directing 
High Di...
S1 SITUATIONAL LEADERSHIP 
INTENT: 
Help your members 
develop their 
competence 
HOW: 
1. Goal Setting and 
Personal 
Dev...
S2 SITUATIONAL LEADERSHIP 
INTENT: 
show that you care 
about the individual’s 
personal and 
professional 
development 
H...
S3 SITUATIONAL LEADERSHIP 
INTENT: 
Pull ideas out of the 
individual 
HOW: 
1. pull ideas from 
individual 
2. suggest JD...
S4 SITUATIONAL LEADERSHIP 
INTENT: 
Encourage and 
facilitate individual to 
go outside what he/ 
she thought was 
possibl...
SITUATIONAL LEADERSHIP 
Flexibility 
Enthusiastic 
Beginner (D1) 
Disillusioned 
Learner (D2) 
Capable but 
Cautious Achie...
partnering
SITUATIONAL LEADERSHIP 
Partnering 
ARE YOU… 
•having short regular meetings with your members? 
•connecting personal goal...
RECAP 
•All good performance starts with a clear purpose 
and goals 
•Development levels should be goal or task 
specific ...
WHAT IS 
YOUR 
ROLE?
What are you focused 
on? 
COACH 
what have been your 
key behaviours? what have your key 
actions?
COACH 
what would you like 
your timeline to show? 
how does it contribute 
to your LC growth? 
knowledge skill attitude
THANK YOU 
:)
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Coaching skills

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Coaching Skills

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  • DOWNLOAD FULL BOOKS, INTO AVAILABLE FORMAT ......................................................................................................................... ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y3nhqquc } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y3nhqquc } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y3nhqquc } ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y3nhqquc } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y3nhqquc } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y3nhqquc } ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... .............. Browse by Genre Available eBooks ......................................................................................................................... Art, Biography, Business, Chick Lit, Children's, Christian, Classics, Comics, Contemporary, Cookbooks, Crime, Ebooks, Fantasy, Fiction, Graphic Novels, Historical Fiction, History, Horror, Humor And Comedy, Manga, Memoir, Music, Mystery, Non Fiction, Paranormal, Philosophy, Poetry, Psychology, Religion, Romance, Science, Science Fiction, Self Help, Suspense, Spirituality, Sports, Thriller, Travel, Young Adult,
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Coaching skills

  1. 1. COACHING SEMINAR
  2. 2. 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. 1 2 3 4 5
  3. 3. WHAT IS YOUR ROLE?
  4. 4. AIESEC Indonesia is not producing leaders. We are not producing leadership development experiences. That stops now.
  5. 5. WHAT IS A COACH?
  6. 6. COACH supports, 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.
  7. 7. Every TLP in AIESEC Indonesia is a coach.
  8. 8. POINT OF COACHING Point A Point B
  9. 9. POINT OF COACHING coaching Point A Point B
  10. 10. SITUATIONAL LEADERSHIP
  11. 11. PROCESS OF COACHING 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
  12. 12. diagnosis
  13. 13. SITUATIONAL LEADERSHIP Developing your members over a period of time to reach the highest level of performance and development Competency Commitment Flexibility Partnership Self-Reliant Achiever (D4) Directing 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 Diagnosis
  14. 14. SITUATIONAL LEADERSHIP Diagnosis proactive learning ! demonstrating integrity it’s not about giving a rating it’s about reaching an agreement and setting goals
  15. 15. 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.
  16. 16. 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?
  17. 17. 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
  18. 18. 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
  19. 19. 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
  20. 20. 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 !
  21. 21. flexibility
  22. 22. SITUATIONAL LEADERSHIP Flexibility • Telling, showing people what, when, how to do activities. • Frequent Feedback • For insecure/ low self confidence individuals Directive Behaviour (Push) • Listening, facilitating self-reliant problem solving skills • Praising and involving others in decision making. • Asking a lot of questions, • High in confidence, very secure SUPPORTIVE Behaviour (PULL)
  23. 23. SITUATIONAL LEADERSHIP Flexibility Directing (S1) Coaching (S2) Supporting (S3) Delegating (S3) High Directing High Directing Low Directing Low Supporting Low Supporting High Supporting High 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
  24. 24. S1 SITUATIONAL LEADERSHIP 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. BEHAVIOUR: goal setting showing and telling how
  25. 25. S2 SITUATIONAL LEADERSHIP 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 BEHAVIOUR: listen consult
  26. 26. S3 SITUATIONAL LEADERSHIP 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 BEHAVIOUR: listen self reliant problem solver
  27. 27. S4 SITUATIONAL LEADERSHIP 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. BEHAVIOUR: striving for excellence allow individual to take LEAD.
  28. 28. 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)
  29. 29. partnering
  30. 30. 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?
  31. 31. 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
  32. 32. WHAT IS YOUR ROLE?
  33. 33. What are you focused on? COACH what have been your key behaviours? what have your key actions?
  34. 34. COACH what would you like your timeline to show? how does it contribute to your LC growth? knowledge skill attitude
  35. 35. THANK YOU :)

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