COACHING Coaching Manual for the AIESEC Pitesti members
Example is not the best way to influence others. It is the only one!!! Albert Schweitzer
AIESEC Pitești TM Team 2009 Layout: Cosmin & Alex Șerban
COACHING GUIDE ABOUT
The
coaching is a way to direct, train and prepare an individual or a group of people to set and achieve objectives and learn some skills.
A
coach is, primarily, a personal trainer, which allows members to reach a level of performance that would be impossible to achieve working alone. A coach uses a variety of methods by which they help States to improve performance in professional and personal satisfaction and, as a consequence, to increase efficiency in an organization.
The
offers support for the member. He puts the exact questions for which answers are needed in that moment of its development. By understanding that coaching has limitations, which is its source of failure, it provides support in the discovery of perceptions that keep the place and because of which can not evolve in a certain area or time period. coach
The
coaching map is defined by the skills of listening, the query and accompaniment / guidance of the coachee in coaching meetings.
The coaching process must : • • • •
IS
be simple, be practical provide motivation & confidence be creative & open
COACHING PRINCIPLES The
coach is primarily a model for others, not only for the members, and is someone who inspires members to make the best of them, sometimes simply through this;
The
coach
The
coach
is always honest with the coachee;
motivates and provides support in achieving objectives, but more important than this, he leads to the discovery of the best opportunities for the members at that time;
The
should also want to change something and improve himself continuously by any way he chooses. coachee
THE PROFILE OF A COACH 1. Self-awareness: a coach must know first of all himself (who is he, what are his qualities and weaknesses, what are his values etc.). 2. Learn from the past and lives in the future: a coach must learn from the mistakes and, especially, must transpose in the future actions what he has learned. 3. Vision built on values: spiritual and intelligent people who want to serve a cause greater than them. 4. Capable of extracting the essential: a link between the vision of a coach and to know how to reach it. 5. Accepting diversity: you cannot find new information in persons that are similar to you while you have a lot to learn from those who are different. 6. Independence: the ability to stand against the mob, to say NO when disagrees and to support with arguments his point of view. 7. Well intended curiosity: a coach must have the ability to ask questions in order to understand “why?� 8. Empathy: the Coach should imagine himself in the position of the coachee in order to understand him. 9. Master your emotions: there are 2 magic words for a coach: awareness and responsibility, be aware of things around you, be responsible, make decisions considering what surrounds you and ask yourself if you control them or if they control you. 10. Spontaneity and flexibility: in a word freedom; passion to live, to know, to play, to be free, to enjoy every moment. Being to serious is the biggest disease of mankind. We forget to smile and we look at everything as a tragedy. We forget to enjoy things and that makes us rigid and sad.
WHY?
Why
these things? Why all these qualities? Because working with people as beautiful is, as harder is. You must be aware at people needs? all
Attention Apreciation Afectivity
Benefits
coaching for the coachee (to be highlighted in the first meeting of coaching): of
Defining objectives for medium and long term, whether they are personal or organizational Picking
right
Creating
ways of achieving the objectives
between different aspects of life (especially between the personal and professional life); a balance
Adaptability position).
HOW?
to
a new reality (eg. when you take a leadership
COACHING PROCESS The
of coaching is not based on knowledge of a particular area, but rather requires a certain know-how. Learning coaching is based more on the acquisition of skills rather than on having a lot of knowledge. The two approaches are fundamentally different and sometimes even contradictory. practice
Coaches
listen
Many
to their members, but offers no solutions!
need time and information to understand and accept that a coach doesn’t use his competences and know-how to seek solutions for the coachee’s problems or to search for ways to reach his ambitions. In essentially, the art of coaching is to create a learning environment in wich the coachee solves his own problems and where he will discover and develop his own way to achieve his ambitions. people
SEDINTE DE COACHING COACh
structure
(Competence – Obiective – Action – Check)
The
coaching process takes 3 months and can have between 3 and 6 meetings, depending on the coach and coachee and the importance they attach to the process. Some members need more frequent sessions of coaching, others see coaching as a formal process and limit it to a minimum number of meetings (either because they already know their problems and they do not need help, either because they do not have the right coach).
Here
is a standard structure (which can be adapted to the type of coach-coachee relationship) of a process of coaching::
- Coach and coachee get to know each other better. - communication rules and expectations are set; - benefits of coaching are being pointed out; - it is debated if coaching is indeed useful in the coachee’s opinion and if that coach is the right person for the job (coachee can opt for another coach)
Meeting 1 Creating a Coaching relationship
Meeting 2 Discussing about the current situation
Scheduled 2 weeks or less from the first meeting.
- The coachee describes the current situation of the project/team he is leading or is a part of. - Realized objectives are presented along with future goals; - The member presents what he realized so far and what he is about to do + the overall team status
Meeting 3 Analysis (coach discussion)
Scheduled 1 month or less from the previous meeting
Carried out objectives: - what helped you carry out these goals; - what did this success teach you; Failed objectives: - what held you back from completing a certain objective? - what would you do differently (in a similar situation or to reach this specific objective) – concrete actions - what would have helped you to reach these goals? Establishing goals for the next meeting. Establishing with the coach’s help of future actions ( concrete steps and activities)
Meeting 4 Evaluating if the member reached all of his set objectives.
Scheduled 1 month or less from the previous meeting
- How many of the set goals have been attained. - What qualifications and abilities did the member pick up during a coaching cycle (3 months)) - What is going to happen next (restart coaching, replacing coach) - What problems arose, what didn’t work – things on which to work in the future
• Mention: coaching meetings are oriented more to the professional side.
THE CONTENT OF A COACHING PROCESS Creating
the relationship
When listening to the coachee, the coach searches, beyond the apparent target, the coachee’s beliefs, perceptions, values, emotional structure, potential and limits, schemes of thought etc.
Silence A coach must know how to remain silent and to not intervene in the dialogue, to not express their feelings and to avoid asking too many questions. Although the silence technique is relatively elementary, certain coaches find it very difficult to apply. Begginer coaches give up often in front of the desire of looking useful or they try to demonstrate their ability to solve problems, to prove their intelligence and creativity etc. They uncurbed manifest a desire to own solutions and exhibit thoughts or experiences, are eager to guide their coachees more efficient.
Listening The second fundamental technique of coaching is listening. The art of listening consists in understanding and accepting the coachee’s thoughts, schemes of thinking, emotions, reactions, statements etc. Listening does not include apoving or disaproving; it only requires a simple reception that lacks evaluation and comparison.
Encouraging Is considered a positive response of support, which motivates and encourages the receiver’s self-development. Therefore, whenever possible (but carefully, without excesses!), a coach will provide the coachee a positive remark, validation or support. Let’s take some examples: “Good, you acted how you were supposed to act”; “Congratulations, you worked and you got good results“; “You are making amazing progress”.
COACHING BY QUESTIONS The
will help the coachee to find the solutions by himself, especially by asking the right questions. coach
The
questions are not intended to obtain more information from the coachee, but to cause him to feel, to reflect and react differently; the questions should make the coachee realise what he needs to do in order to evolve, to help him take the process in his hands(or become his own master), to help him set goals, to help him make realistic plans of action and build his confidence in order to implement these plans and achieve his objectives; to help the coachee to develop and apply what he has learned..
examples:
• • • • • • • • • • • • • • • • • • • •
What is your opinion? What do you feel right now? What do you wish to do in this situation? Which are your options? In your opinion which is the next step? What Dead Line have you set for the next step? What do you think you should do about this? Would you like to apply as an OCP or as a member in the OC? What will you to in order to …? How could I help you? So….? (followed by silence) What is your focus for this month? What goals do you want to reach by the end of this month? What do you expect from me? How do you intend to begin this? What point did you reach so far? Which is, in your opinion, the next step? What do you want to make untill our next meeting? It is time to draw a conclusion. Which would be the next logical step of our work
• What objectives do we have for today?
“PRACTICAL” QUESTIONS
???
Coachee: „I am not able to finish the projects I get involved in” Coach: “Could you give me an example of a project which seems
hard to finish.”
Coachee: “I can’t stand the persons who can’t make decision
quickly”
Coach: “For example, who?” Coachee: “I would like to improve my relations with the
collaborators”
Coach: “Starting with whom ?”
ESCAPING FROM ROUTINE To
help the member escape the routine and become original, the simplest of questions will impose upon him a bold attitude. The member is urged to aim high.
• What are your ideals? • What is your best possible scenario? • If you would dare to say aloud what hopes you have, what would you say? • How would the situation look, if it would be perfect? • What is your highest goal?
DESIGNING THE FUTURE Another
consists in requesting the coachee to imagine himself in a future where he already reached his objectives by following the best possible path.
See
approach
in the future. Two years have passed, and the problem is fully resolved. How did you solve it in such a satisfactory manner? yourself
Imagine
in five years, when everything is exactly as you want. How are you? yourself
Imagine
that you solved the problem in the most satisfactory manner possible, which is the final result?
MISTAKES THAT ARE MADE IN COACHING • • • • •
Meetings become personal discussions. The coach speaks more than the coachee. Meetings aren’t scheduled ahead of time. It doesn’t come to reviewing objectives. The setting of just “to be” objectives, or of not clear enough ones, in which the coachee doesn’t believe • The Coach does not consider himself thoroughly prepared (the knowhow for a certain area, has no previous coaching experience). • The coachee expects solutions and answers from the coach. • Meetings last more than 1 hour (an effective coaching session should not exceed 60 minutes)
Nobody
is born a coach, but anyone can become one. The development of other people will develop you as a person. What keeps you to become a coach??
It may be alright to be content with what you have; never with what you are. B.C. Forbes