Coaching is increasingly vital in leadership and organizational development, empowering individuals to take responsibility and improve overall performance. Effective coaching enhances employee engagement, self-confidence, and job satisfaction while fostering a motivational workplace culture. Successful coaching relies on creating a safe environment, actively listening, and identifying talents, ultimately benefiting both individuals and the organization.

1. Coaching for
Leader
www.humanikaconsulting.com

2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Managing Director of Humanika Amanah
Indonesia – Humanika Consulting
• Managing Director of Humanika Bisnis Digital –
hipotest.com
• Ahli Senior di Komite Kebijakan Pengelolaan
Kinerja Organisasi dan SDM (KPKOS) Dewan
Pengawas BPJS Ketenagakerjaan
• Wakil Dekan II dan Dosen Tetap Fakultas Psikologi
Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku “SOBAT” Elexmedia Gramedia 2016
• Organizational Development Expertise
• Pengembang Alat Tes minat bakat BRIGHT dan
Sistem Tes Psikologi berbasis aplikasi di
hipotest.com
• Sedang mengikuti tugas belajar Doktoral (S3) di
Fakultas Ilmu Ekonomi dan Bisnis Universitas
Pancasila Bidang MSDM
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Mathematics: Cryptology sekolah ikatan dinas
Sandi Negara

3. “People will have the greatest
influence on productivity, excellence,
and quality, but only if leaders can
empower employees and give them
more autonomy while maintaining
effective accountability.”
~ The Coach: Creating Partnerships
for a Competitive Edge

4. Coaching: An
Important
Aspect of
Leadership
• In today’s business environment, coaching plays a vital role due to
a greater appreciation of the value of an organization’s knowledge
and human capital.
• To achieve critical results and remain competitive, organizations
see coaching not only as a means to shape individual performance
but also, increasingly, as a means to build broader organizational
capacity.
• The top desired skill for front-line managers is coaching, according
to a recent survey in Chief Learning Officer Magazine. What makes
a good coach - and how can you improve your coaching skills, and
advance your career in the process?

5. The Personal
Benefits of
Coaching
• Establish and take action towards
achieving goals
• Become more self-reliant
• Gain more job and life satisfaction
• Contribute more effectively to the
team and the organization
• Take greater responsibility and
accountability for actions and
commitments
• Work more easily and
productively with others (boss,
direct reports, peers)
• Communicate more effectively
(source: Ken Blanchard Companies)

6. The Benefits of Coaching in
Organizations
• Empowers individuals and encourages them to take responsibility
• Increases employee and staff engagement
• Improves individual performance
• Helps identify and develop high potential employees
• Helps identify both organizational and individual strengths and development
opportunities
• Helps to motivate and empower individuals to excel
• Demonstrates organizational commitment to human resource development

7. Research Talk
• Do you want to inspire your employees, or instruct them?
Consider this instructive statistic: Gallup says 86% of
employees think that their bosses are uninspiring.
• When executed properly, coaching provides greater intrinsic
motivation - in other words, inspiring the self-directed
willingness to try new things and make new discoveries.
According to McKinsey, when employees find greater intrinsic
motivation, they are 32% more committed to their work and
46% more satisfied with their jobs.

8. Research
Talk
• Coaching in organization and
leadership settings is also an
invaluable tool for developing people
across a wide range of needs.
• The benefits of coaching are many;
80% of people who receive coaching
report increased self-confidence, and
over 70% benefit from improved work
performance, relationships, and more
effective communication skills.
• 86% of companies report that they
recouped their investment on
coaching and more
(source: ICF 2009).

9. ASSUMPTIONS
OF
SUCCESSFUL
COACHING
• The coachee already has the answers – This means that the coach is there as a
guide rather than a problem solver.
• The coach is a catalyst – While they do not create the change in the coachee, they
are an assistant to helping them move forward.
• The coachee is accountable within the coaching process– The coach creates the
foundation, but the coachee must do the work.
• The coach is passionate about assisting in the change process – They are driven to
see the client succeed.
• The coaching process is built on trust – All coaching conversations are confidential
and the coach/client relationship is highly respected.

10. “Coaching aims to connect people in
genuinely meaningful ways and with
deeper understanding to spark
thoughts and ideas. It generates
positive, long-term feelings of
mutual respect and interest. It also
creates mental images and pictures
of success. The goal of coaching is to
engage all the senses as efforts are
aligned and synchronized.”
~ Steven J. Stowell, Ph.D.

11. How to
Become a
Better
Coach

12. 1. Become A
Better Listener
• Employees who feel their voice is heard
are 4.6 times more likely to feel
empowered to do their best work,
according to this Salesforce survey
featured in Forbes.
• At least 50% of every conversation is
listening...unless, of course, you're a
manager who's passing out instructions.
• Listening is the often-forgotten skill that
managers lack.
• According to Chief Learning Officer,
effective coaches understand how to
listen at a deeper level.
• What would happen if your team felt
that you were really listening to them?
Doesn't mean you have to grant wishes,
or let the inmates run the asylum.
• But hearing other viewpoints can shape
your own, as well as impacting the
effectiveness of the entire organization.

13. 2. Reject a
Premise, Get a
Promise
• We all have a premise, if you will, that reflects
how we see the world.
• That premise (also called a perspective, or point
of view) is the reason we move forward, or stay
stuck.
• Coaches challenge the premise, with the words of
Nelson Mandela: "It seems impossible, until it's
done". There are many things in my life that
looked impossible: driving a car, getting married,
tying my shoes...Yet, here we are.
• An effective coach practices self-leadership, to
recognize that we all have limiting beliefs.
• Luckily, when those beliefs are seen and
understood objectively, a new viewpoint
emerges.
• Can you help your team to leave a limiting
premise behind? Will they commit and agree to
new behavior? Because if the commitment comes
from them, you're headed in the direction of new
results.

14. 3. Safety and The
Biggest Promise
You Can Keep
• Can you listen to your employees or clients without judgement, no matter what comes out
of their mouths? That's tricky! The impulse to correct, fix and change is a strong one in
effective managers. And I can relate! Luckily, my approach today is different - because of my
experience as a transformational coach.
• Coaches realize what managers don't: There's no such thing as constructive criticism. The
only thing that criticism constructs is defensiveness. Maybe after you reflect on the
criticism you can make something of it, but criticism doesn't create an atmosphere of
safety.
• In other words, the sense that we can say and explore anything, without fear of retribution,
criticism or correction. That kind of safety is vital to new ideas. Can you offer that
environment to your team? If not, it's understandable. But maybe some objectivity is
what's required - an objective outside resource to help coach you to new results. Because
processing information without judgement is critical to helping people see things afresh.
• The objectives for the coach and the manager can be exactly the same, but the approach is
completely different. When clients see new possibilities, new promises take shape.
Masterful coaches create a safe environment for new ideas - and sometimes, that role
can't be filled by a manager.

15. 4. Finding Talent
In Others
• Another key component to good coaching is identifying
talents in others and properly leveraging them to better
the company and the employee’s career.
• Finding and developing talent is one of the most
important jobs a leader takes on – the very future of the
organization depends on it.

17. 5. Creating a
Motivational
Workplace
• The bottom line for most employees is that they want to use their
abilities to the fullest, connect with coworkers and achieve a level of
autonomy so they can direct their own efforts. Providing a workplace
that can help employees achieve those goals is an important part of
coaching.
• But doing so requires focused, intelligent effort that creates job
satisfaction, trust, learning opportunities and the freedom to be
creative.
• Focusing on these issues can lead to better coaching within your
workplace and a motivated, satisfied staff who one day will be ready to
step up and take on a wider range of organizational responsibilities.
Nothing else a leader does has such a lasting impact.

18. “Coaches act as catalysts for the
development of an agreement that
contains all the prerequisites of a
good plan. As strong advocates of
the collaborative process, coaches
believe that two heads are better
than one.”
~ Win-Win Partnerships: Be on the
Leading Edge with Synergistic
Coaching

20. Learning and Giving for
Better Indonesiawww.humanikaconsulting.com