Coaching in AIESEC Bucharest

BOOKLET FOR THE COACH

II. Coaching Principles III. Benefits of Coaching IV. Grow Model V. Example of a Coaching Meeting
Talent Management AIESEC Bucharest | Romania

I. What is Coaching?

I.

What is Coaching?
Coaching is a 1-on-1 relationship aiming to help a person to achieve his best to be more effective and efficient in his work. Facilitating anothers learning performance, development, and ability to change by listening, asking questions and helping the coachee draw solutions. Also, we can refer to coaching as being the relationship that follows to bring out the best in each of the participants so that both of them are continuously accomplishing their goals and growing together. performance. Through listening and questioning the coach directs the coachee

Therefore, the main focus of coaching is on the following two interlinked aspects:

Determine what can be improved in achieving objectives

&

Generate change at personal level

both for the coachee, AND the coach himself What this means is that the coaching meeting is focused both on the

professional aspects (professional objectives) and on the personal aspects

(elements that influence their development - issues that could affect performance, complaints, development needs).

Remember that a coaching meeting should be rather informal, and the coach should create a proper atmosphere for the coachee to feel comfortable and willing to express his feelings and ideas.

Talent Management AIESEC Bucharest | Romania

II. Coaching Principles

PULL SELF-AWARENESS FOCUS ON DEVELOPMENT

A. PULL INFORMATION - Energy creates commitment

Find out what the person you are coaching already knows about his work Find out what help the person desires from you or someone else Be aware that: - What you know might get in the way of hearing what the other person knows. - Your wisdom and experience may intimidate the other person, and he or she may not share openly. - The other person does not want to challenge you and/or be wrong.

B. SELF AWARENESS is vital for successful coaching

Be aware of your emotions and how they change during the conversation. Be aware of what both you and your partner want from the coaching relationship.

C. Effective coaching FOCUSES ON DEVELOPMENT

Discuss what the person you are coaching knows about the subject and agree on how you might contribute. Scan for additional resources and information. Observe, question, and provide insights to help the person you are coaching to learn from their experiences.

Talent Management AIESEC Bucharest | Romania

Check regularly with the person you are coaching to see what is happening with them. Recognize interference - anything that gets in your way and prevents you from being objective, receptive and focused on results for the other person. Celebrate progress - any progress.

III. Benefits of Coaching

Benefits for you, as a coach:
You may discover new learning points from the coachees experience. You will be more tolerant to other ways of thinking and personalities. You will become self-confident. You as coaches are forced to ask yourselves the same questions that will help them to reflect upon their development in AIESEC and in real life. You will understand the value of commitment to a certain person. It will help you realize when is necessary to take initiative with the coachee. It will enable you to engage your communication skills. You have the chance to be a role model. You have the opportunity to develop long lasting relations.

Talent Management AIESEC Bucharest | Romania

Benefits for your coachees - they will:

Be challenged to reflect upon their development. Be able to set appropriate goals and to track their realization. Be able to evaluate their development in relation with these goals. Be able to evaluate their interest, skills, knowledge and values. Have an adviser and a support. Have access to a network of people with same interest. Take the opportunities according with their personal and professional goals. Have a person that will support them and will provide continuous feedback. Have a role model.

Benefits for organization:

All AIESEC members will have structured learning development because they will have the chance to take the opportunities according with their own needs and goals. The members will be more committed to the organization. One members lifespan in AIESEC will increase considerably. Its a good way to increase the retention rate because it will give the chance for experienced members to help at the development of the new members. The development of our members will be tracked and measured easier. This system can be a support system for other systems (performance appraisal, rewards and recognition, goal setting) development and implementation. The opportunities that AIESEC is providing are clearer for the members.

Talent Management AIESEC Bucharest | Romania

IV. Grow Model

coaching meeting. They are suggested questions only. It is important to adapt them to your own style. Each coaching meeting should work through each part of the GROW process. These questions form the basis of a

Goal stage - the long and short term goals

To start, the coach helps the coachee determine what he/she would like to accomplish. Sample Questions to Use: What are your expectations regarding this meeting? What is our objective for this meeting? What role do you want me to have in this meeting?

What is your longer-term goal? Why is this issue important to you? How do you see yourself accomplishing these goals? Which will be your influence in the outcome of these goals? What are the stages you see in accomplishing those goals? How do you plan to reach each of them? What are your expectations regarding the rest of the members in the team? Tips: meeting. Set goals, write them down if necessary, and establish what the person wants out of the Make sure that you are comfortable with your role and the parameters of the goal. Make sure that the problem presented is not different from the real issue. interest and energy of the Coachee. answer. Start from the general ideas and then focus on specific issues concentrating on the Stress that you will be questioning to help them think it through, not giving the

How will you assure yourself that the goal is positive, challenging, and attainable?

Talent Management AIESEC Bucharest | Romania

Reality stage - the context:

In the Reality phase, the coach and coachee investigate the current situation. They need to discover all relevant facts. Go slow during this phase. You may uncover a fact that requires the coachee to go back and reset a Goal. In fact, do not be disappointed if the model looks more like GRGRGRGROW.

Sample Questions to Use:

What is happening now? What? When? Where? How much? How often? Who else is involved: directly or indirectly?

What's the real problem? Ask ' 5 why's' to get to the bottom of the problem. If things don't go well, what are the consequences for you and for the others? What have you done so far? What were the concrete results? What is holding you back? What else do you need to know? Is our goal still achievable? How have you approached the challenges that appeared on the way to achieving your goals?

What can you learn from them? Tips:

Do you know anyone from whose experience you could learn?

Let them tell their story, invite self assessment, whats happening, when does this happen, what effect does it have, other factors. Never assume. The purpose is to raise their awareness, not make you the expert about their situation. Strive to remove your preconceptions. Note what seems of importance to the person; e.g., "I notice you said "poor quality" (nr) times. Would you like to explore that more?"

Talent Management AIESEC Bucharest | Romania

Options stage - What could you do?

In this phase, coachee and coach create a list of alternative courses of action. Ask questions to help the coachee brainstorm ways to accomplish the goal. Sample Questions to Use: What else might you try? What were the steps you already took in trying to achieve your goals? "Tell me more...." "I was just wondering ..." "It seems to me ..." Have you been in this situation before? What did you do then? What might someone else who handles this kind of issue do? What if you had more time? What would you try? What if you had less time? What would that force you to try? Be sure that you both reach a common understanding of the Reality of the situation.

What if you had more power/influence? How would you use it? If things were perfect what would they look like? Would you like other suggestions from me? Tips:

What if the constraints you identified were removed? What could you do then? What if you could start again? What would you do differently? What are the consequences, costs and benefits, or pro's & con's of each option? Brainstorm options, ask dont tell, empower, ensure choice, how can you move toward the goal, what has worked in the past? Listen actively -- make a list of the options. Draw out the consequences. Avoid "why?" -- use "what reasons...?" Avoid "but ..." -- use "yes, and ... ?" ideas come 2nd, 3rd -- or 10th. Don't stop searching for ideas when the first workable one appears. Often the best When you are sure the person has no more ideas, ask for one more. it; and then ask for more of theirs.

Don't play "20 questions" -- if the person really wants and needs an idea from you, give

Talent Management AIESEC Bucharest | Romania

Wrap-up stage - What will you do?

This phase in the process converts a discussion into a decision. After all options have been considered, the coachee needs to decide what actions to take. The coach should aid this own action plan that will generate the best chance of success. Sample Questions to Use: process but not impose his or her own will. It is the coachee's commitment to the coachee's

Which of the options do you prefer? Is it achievable? Will it meet your goal? What are your first 3 steps? When? What obstacles could you face? How might you overcome them?

What resources and support do you need? How will you get them? Was this meeting useful? How could it work better next time? Tips:

How close do you feel to the project? How involved are you in the activities of the LC?

Identify specific steps and any obstacles, write action plan if necessary plan.

Make sure they select the option -- not you -- to assure their commitment to the action Congratulate them on their plan. Arrange a follow-up, if appropriate.

Short Summary of the GROW coaching model

Talent Management AIESEC Bucharest | Romania

V. Example of a Coaching Meeting First Coaching Meeting

Introduction:
Get familiar with each other. See the level of understanding the coachee has about his job role. Set expectations about the coaching meetings (both coach and coachee).

Goal setting:
What do you want to achieve while working on this project/area from the professional point of view? What are the things you want to develop at personal level?

Which do you think will be your role in achieving the objectives of the project/area? What are the steps you will take in order to reach your goals? How do you see yourself overcoming them? What challenges do you think you might run into while working on it?

Next steps:
Set clear action steps that will be followed in order to fulfil your tasks. Establish a method of working together.

Wrap-up:
Check to see if the coachee has understood the purpose of the meeting and if his expectations were met. Set a new time for the next meeting and map out follow up steps.

Talent Management AIESEC Bucharest | Romania

Regular coaching meeting

Introduction:
Discuss the persons commitment to the organization and his/her job role. Follow up from last coaching meeting.

Team related questions:

How are you feeling in the team? Are you comfortable with the other team members? Do you feel that you have a clear role in the team? Do you feel you can contribute in the team?

Work related questions:

How do you manage your time as to be able to accomplish the tasks given? What kind of challenges are you facing at the moment? How are you dealing with them? What kind of support do you need in this? What are the results you have achieved since the last coaching meeting?

Review the personal goals and actions that were put up in the last coaching talk. If they are not achieved, discuss with the person how he/she can reach them until next time you meet. If they are achieved, recognize the person for this.

Next steps:
If the objectives have been accomplished, set new ones, if not revise the existing ones and set new methods to reach them. What kind of support would you need?

What kind of opportunities would you like to take? What kind of education session would you need? What would you like to develop at yourself further on?

Wrap-up:
Give feedback to the person regarding your work and coaching relation. Set a new time for the next meeting and map out follow up steps. Let the person give feedback to you regarding your work and coaching relation.

Talent Management AIESEC Bucharest | Romania