leadership development program - coaching

Functional Coaching

Introductions

Agenda

• Coaching Basics• Coaching Theory• Exercise• Tips• Wrap-up

What can you expect?

• Organic discussions

• Basics about coaching

• Coaching Step-by-Step

• Tips and hints

• Sharing experiences and concerns

What you can NOT expect

• Leave this workshop as a great coach

• All the answers to your challenges

- Coaching demands practice. Expect to gain the tools and develop the mindset to become a great coach and find your own answers.

What’s coaching – In AIESEC

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. 

What should happen to members in AIESEC?

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?

What’s coaching

• Coaching vs. Mentoring vs. Training

Coaching Achievement of GoalsMentoring Solution for Personal GoalsTraining Transferring functional knowledge

- How Many members do you have in your LC?- Are your LC achieving the expected results?- Are you coaching enough/properly?

Coaching and the @XP

Coaching and the competencies

What is the Job Description of a Coach?

• Frequent communication with the functional VPs – from 3 to 6 weeks;

• Support on the implementation of functional strategies;

• Support on changing behaviors;

• Track areas plan (implementation of processes and results achieved);

• Generate actions/next steps, track and support on the implementation;

How does coaching work?

INPUTS COACHING OUTPUTS

TRACKING

Input• Performance Assessment / Results

• Individual knowledge

• SONA / LC Cluster

• Job Description

• Feedback

• Outputs from other coaching sessions

How does it work?

INPUT COACHING OUTPUT

TRACKING

How does it work? - simplifying

Input = current scenario

Output = Ideal State

Process = Coaching = Bridging the gap

Coaching

1) Define: Goals for the coaching session2) Analyze: What is the Coachee situation about

the subject of coaching3) Explore: Define How to reach the defined goals

4) Act: Set the dead-lines--

5) Learning: Execution6) Return: Evaluation of what was defined and

what was reached

Step 1 - Define

• What’s the reason for the coaching meeting I’m having with ‘Maria’?

• She’s supposed to be raising TNs, but she’s not

• So my goal is: Get Maria to Raise TNs

Exercise – Step 1

Think of someone or an entity (i.e. LC) that is under performing

• In a piece of paper / word doc write down:

What is/are your goal(s) for that person/LC (i.e. Get Maria to raise TNs) and why that’s your goal.

Step 1 - Define

• What to do with it?

Basis for the next stepAlign with your Coachee when start the coaching.

Step 2 - Analyze

Ideally it should be done with your coachee.

• Why? Do I need to coach ‘Maria’?• Why is she possibly underperforming?• Overall analysis: i.e. SWOT

Exercise – Step 2

Define what are the SWOT around your ‘Maria’

StrengthsWeaknessOpportunitiesThreats

Also add some information you find valid on the side.

Step 3 – Explore

• Based on the analysis, what can be done?• Conversation with your coachee.• You don’t have to know all the answers, but the

right questions.

• Push or/and Pull?

• Can involve feedback• Together find solutions to change behavior/current

situation

Exercise – Step 3

Connect you Goal to your Current Scenario – bridge the gap

What can be done to make Maria move from the current situation to the desired situation (goal of the coaching)?

Activity:Create a list of possible actionsMark on the side, what you’d push and what you’d pull in

the real coaching.

Step 04 - Act

• Filter from the list of solutions, designed in the Explore, and see what is actually possible/feasible to be implemented.

- Return on Investment (amount of effort vs. impact)

• Put the selected activities in a timeline, give a copy to your coachee

• Schedule the next follow-up coaching meeting

• Motivate the Coachee to perform these solutions

Step 05 - Learning

• Let the coachee experience the change

• Don’t babysit them

• Don’t be condescending

Step 06 - Return

• The Follow-up meeting

• Track actions• Ask how the learning was• Feedback• Encourage

• Set next steps: Re-evaluate: Do any activities again or (ideally) coach someone (members) to do that activity?

• Coaching delegating responsibilities (@XP)

How does it work?

INPUT COACHING OUTPUT

TRACKING

Outputs

People Development

Taking Responsibilities (Delegating activities)

Results

Knowledge Retention

Competency Development

Fun

How does it work?

INPUT COACHING OUTPUT

TRACKING

Tracking

tips

1. Recognize success – celebrate your team’s victories.

2. Focus on what is possible – It is easy to find problems, be more practical and less perfectionist.

3. Empowerment gives the feeling of custody and ownership. Remember to always give the coachee the needed support.

4. Recognize people efforts

Exercise – How much do you do that? What can I do to improve in each of these points?

1. Recognize success – celebrate your team’s victories.

2. Focus on what is possible – It is easy to find problems, be more practical and less perfectionist.

3. Empowerment gives the feeling of custody and ownership. Remember to always give the coachee the needed support.

4. Recognize people efforts

Keep in mind...

Talent is hidden until the challenge shows up!

How do I organize myself for coaching so many LCVPs/Members?

GoogleDocs

Moleskin / Coaching notebook

Time Management

Thanks!

Vitor de Avelarvitord@aiesec.ca

Skype: avelar.vitor