COACHING SEMINAR

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.

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WHAT IS YOUR ROLE?

AIESEC Indonesia is not producing leaders. We are not producing leadership

development experiences. That stops now.

WHAT IS A COACH?

COACHsupports,

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.

Every TLP in AIESEC Indonesia is a coach.

Point A

Point B

POINT OF COACHING

Point A

Point B

POINT OF COACHINGcoaching

SITUATIONAL LEADERSHIP

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

PROCESS OF COACHING

diagnosis

SITUATIONAL LEADERSHIP

Developing your members over a period

of time to reach the highest level of

performance and development

Commitment

Competency

Flexibility Partn

ersh

ip

Self-Reliant Achiever (D4)

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

Directing

Diagnosis

SITUATIONAL LEADERSHIP

Diagnosis

proactive learning !demonstrating integrity

it’s not about giving a rating

it’s about reaching an agreement and setting goals

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.

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?

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

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

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

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 !

flexibility

SITUATIONAL LEADERSHIP

Flexibility

• Telling, showing people what, when, how to do activities. • Frequent Feedback • For insecure/ low self confidence individuals

• Listening, facilitating self-reliant problem solving skills • Praising and involving others in decision making. • Asking a lot of questions, • High in confidence, very secure

Directive Behaviour

(Push)

SUPPORTIVE Behaviour

(PULL)

SITUATIONAL LEADERSHIP

FlexibilityDirecting (S1) Coaching (S2) Supporting (S3) Delegating (S3)

High Directing Low Supporting

High Directing High Supporting

Low Directing High Supporting

Low 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

SITUATIONAL LEADERSHIPS1

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.

goal setting

showing and telling

how

BEHAVIOUR:

SITUATIONAL LEADERSHIPS2

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

listen

consult

BEHAVIOUR:

SITUATIONAL LEADERSHIPS3

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

listen

self reliant

problem solver

BEHAVIOUR:

SITUATIONAL LEADERSHIPS4

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.

striving for excellence

allow individual to take LEAD.

BEHAVIOUR:

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)

partnering

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?

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

WHAT IS YOUR ROLE?

What are you focused on?

COACH

what have been your key behaviours? what have your key

actions?

COACH

knowledge skill attitude

what would you like your timeline to show? how does it contribute

to your LC growth?

THANK YOU :)