This document outlines coaching techniques for leaders in AIESEC Indonesia. It discusses that AIESEC Indonesia needs to produce more leaders and leadership experiences. It then defines what a coach is and says that every team leader in AIESEC Indonesia should be a coach. It introduces situational leadership theory and the four developmental levels of members. It explains the coaching process of diagnosis, flexibility in leadership style, and partnering with members to set goals. The overall document provides guidance to team leaders on how to coach members at different developmental levels through goal setting, feedback, and adjusting their leadership approach.

1. COACHING
SEMINAR

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. WHAT IS
YOUR
ROLE?

4. AIESEC Indonesia is not producing leaders.
We are not producing leadership
development experiences.
That stops now.

5. WHAT IS A
COACH?

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. Every TLP in AIESEC Indonesia is a
coach.

8. POINT OF COACHING
Point A
Point B

9. POINT OF COACHING
coaching
Point A
Point B

10. SITUATIONAL
LEADERSHIP

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. diagnosis

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. SITUATIONAL LEADERSHIP
Diagnosis
proactive learning
!
demonstrating
integrity
it’s not about
giving a rating
it’s about
reaching an
agreement and
setting goals

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. 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. 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. 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. 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. 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. flexibility

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. 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. 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. 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. 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. 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. 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. partnering

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. 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. WHAT IS
YOUR
ROLE?

33. What are you focused
on?
COACH
what have been your
key behaviours? what have your key
actions?

34. COACH
what would you like
your timeline to show?
how does it contribute
to your LC growth?
knowledge skill attitude

35. THANK YOU
:)