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- AIESEC Peer Coaching Guide Rosemary McLean AIESEC Peer Coaching
Guide v1.0 Career Innovation January 2008
- Career Innovation Ci Contents Page Introduction 3 What is Peer
Coaching? 3 What are the benefits? 3 Competency Assessment tool 4
The AIESEC Learning Plan 4 What is your Role? 5 How does it work? 5
How do you do Peer Coaching? 6 Right time, Right place, Right
mindset 6 Peer Coaching Agreement 6 Peer Coaching Framework 7
Effective listening 9 How to bring Peer Coaching to an end 10
Overall Hints & Tips for Successful Peer Coaching 12 Learning
Resources to Support Peer Coaching 13 Useful books 13 Reflections
on your own learning 13 CONFIDENTIALITY: This document is
confidential to the individuals to whom it is sent by AIESEC, and
may only be circulated to colleagues within the AIESEC
organisation. AIESEC Peer Coaching Guide v1.0 Page 2 Career
Innovation January 2008
- Career Innovation Ci Introduction During your AIESEC experience
you will have many opportunities to experience coaching. This may
be in your capacity as Leader where you are the coach, or where
someone is coaching you. There are a range of resources available
to you to help you develop your coaching skills. This guide is
designed specifically to help you have Peer Coaching conversations
in the context of AIESECs Competency Assessment tool. What is Peer
Coaching? Peer Coaching happens informally all the time between
close colleagues and friends, and involves having conversations
that are mutually beneficial and supportive. As part of the AIESEC
experience we see Peer Coaching as: A semi-structured opportunity
for individuals to reflect on their strengths and areas for
development, to explore their goals and identify AIESEC experiences
that will further both their personal objectives and the goals of
AIESEC. As a peer coach you are not expected to be an experienced
coach, but rather act as a confidential listening ear and sounding
board. Unlike everyday conversations, Peer Coaching conversations
are more likely to happen in a semi-formal way and have a purpose,
where you agree a time, appropriate meeting place and an ongoing
way of working together. Guidelines on how to do this are provided
in this guide. What are the benefits? Increase your own coaching
skills Widen your professional network Build close and mutually
supportive relationships Take advantage of the many opportunities
available in the AIESEC experience AIESEC Peer Coaching Guide v1.0
Page 3 Career Innovation January 2008
- Career Innovation Ci Competency Assessment tool An integral
part of the AIESEC experience is to develop self-awareness, and
take responsibility for your own learning. Working in partnership
with Career Innovation, AIESEC has developed an on-line tool
designed to help AIESECers understand: Their level of capability
against the AIESEC competencies Target development activities and
identify appropriate AIESEC learning experiences. It is anticipated
that individuals will use the tool at various stages throughout
their AIESEC experience, helping them to review their progress as
they acquire and practice new skills. The tool has two stages: 1.
Self-Assessment Here individuals can conduct a self-review. This
provides a profile describing their own views on their strengths
and weaknesses. 2. Feedback from Others As someone progresses
through their AIESEC experience they will move through the
competency layers and have more opportunities to build capability
and work with colleagues on live projects. At this point, using the
tool, individuals can seek structured feedback from others based on
their actual observations on how they perform in a leadership role
or project. This feedback process is anonymous and generates a
comprehensive profile of an individuals strengths, weaknesses, and
areas of potential. It also highlights any gaps between the
individuals perception of their capabilities and the perceptions of
their profile contributors, and generates targeted development
suggestions. Whilst an individual can gain a lot of self-knowledge
from using the tool and building a profile of themselves,
experience suggests that people really welcome an opportunity to
discuss and explore their profile with someone they trust. This is
where Peer Coaching can add benefit. The AIESEC Learning Plan The
Competency Assessment tool supported by Peer Coaching relationships
will help individuals to implement their AIESEC learning plan which
supports the overall success of their AIESEC experience. AIESEC
Peer Coaching Guide v1.0 Page 4 Career Innovation January 2008
- Career Innovation Ci The 5 principles of the AIESEC experience
are: Take an active role in your learning and the learning of
others Challenge your world view Regular personal reflection
Increase practical and theoretical knowledge Create a network of
contacts What is your Role? As mentioned earlier, as a peer coach
you are not expected to be an expert coach. Professional coaches
have extensive training and supervision. However, by setting the
right conditions and using some appropriate skills you can develop
mutually beneficial Peer Coaching conversations with others. How
does it work? As someone completes the on-line Competency
Assessment tool they will be encouraged to see the benefits of
setting up a Peer Coaching relationship. They will be given some
suggestions as to the sort of person who may be appropriate. Below
is the checklist that you can assess yourself against. Rating Peer
Coach Characteristics 1-4 (4=highly suitable) Is able to be
discrete and confidential Is accessible, and has the time available
Is able to listen well, without being judgemental or too directive
Is willing to share some of their own experiences and learning Is
highly motivated to be involved in Peer Coaching, can see the
benefits Is reliable, meets obligations Is able to build rapport
and put people at ease It is not expected that this relationship
will take up large amounts of time; eg a minimum of two planned
conversations to explore the outcomes from the Competency
Assessment tool. However, if the Peer Coaching continues to be of
value to both of you, you might want to continue. In the Hints and
Tips section you will find suggestions on how you can both manage
the ongoing relationship or end the Peer Coaching. AIESEC Peer
Coaching Guide v1.0 Page 5 Career Innovation January 2008
- Career Innovation Ci How do you do Peer Coaching? A practical
guide In this section we provide advice, and hints and tips on how
to provide Peer Coaching support. You may also like to refer to
AIESECs Coaching Guide which provides complimentary information on
coaching skills and processes. Right time, Right place, Right
mindset Lets assume you have agreed to enter into a Peer Coaching
relationship with one of your colleagues, what happens next?
Firstly you should agree to meet, to discuss and agree an informal
Peer Coaching agreement and start the process. (See below) To start
off the relationship well you should both consider the ideal time
and location. It will help your conversation if you choose an
environment that is appropriate to having such a conversation; the
canteen may not be the best place! Top Tips Choose a location that
is quiet & convenient Try and make sure you wont be interrupted
by others Switch off your mobile phones Allow enough time at least
1 hour Try and relax, be yourself Try and switch off thinking about
other things, focus on the present Have an open mind, try not to be
judgemental or make assumptions Peer Coaching Agreement The Peer
Coaching agreement is simply a conversation about how the Peer
Coaching can work for both of you; it helps to provide clarity
about expectations, and reassurance to you both that what is
discussed is confidential. Top Tips Explore what each others
personal objectives are eg What are you hoping to get out of our
conversations?, How do you hope this might help you? Agree between
you that everything that is said is confidential between you eg Can
we both agree that what is discussed in our Peer Coaching
conversations remains with us, and is not disclosed to anyone else
Promise to be reliable, meet at agreed times Agree to an initial
number of meetings (2 is suggested) AIESEC Peer Coaching Guide v1.0
Page 6 Career Innovation January 2008
- Career Innovation Ci Discuss what might happen if one of you
wants to stop participating in the Peer Coaching i.e. that it is OK
to say you need to stop for whatever reason but that this is
discussed openly Be open, and agree to giving each other feedback
on how the Peer Coaching is working Peer Coaching Framework In most
professional coaching models there is usually some sort of a
framework or process that guides the flow of coaching
conversations. Although there are many different models most are
very similar. AIESEC coaches use the seven-step Achieve Coaching
Model, see below (AIESEC coaching guide): 1. Assess current
situation 2. Creative brainstorming of alternatives to current
situation 3. Hone goals 4. Initiate options 5. Evaluate options 6.
Valid action programme 7. Encourage action In this context we refer
to a simple three stage process which can naturally evolve in the
flow of our conversations. You may find you get stuck in one of the
phases, eg spending too much time generating lots of development
ideas without putting them into practice, or that you skip a phase,
eg going straight to talking about actions before thinking about
strengths and weaknesses. AIESEC Peer Coaching Guide v1.0 Page 7
Career Innovation January 2008
- Career Innovation Ci As a peer coach you must help others to
move through each of the three stages by asking appropriate
questions or making helpful suggestions. See the chart below for
useful questions that support each stage and link to the next.
Insight Innovation Impact focus is on focus is on options, focus is
on actions, understanding, making possibilities, ideas,
consequences, making a sense, personal connections difference
reflection Topics: Interests, What Topics: Visioning the Topics:
Building are my values, future, opportunities in competencies and
competencies AIESEC, lifestyle options choosing experiences
Questions at this stage Questions at this stage Questions at this
stage What were your initial Have you any ideas Which are the best
fit reactions to your about how you might options? competency
profile? build on the assessment? Which actions should Were you
surprised by you take first? the feedback you What are the options
received from others? available to you? What is your time scale?
What do you see as your How can you measure strengths? What are
your goals your progress/review going forward? your learning? What
do you think are your weaknesses? How could you identify what you
really want to What was missing from do? the profile? Who else
could you talk What have you learnt to? about yourself? Where can
you get more What do you really enjoy information? doing? What
would you really What is important to like to do? you? What AIESEC
experiences are open to you? AIESEC Peer Coaching Guide v1.0 Page 8
Career Innovation January 2008
- Career Innovation Ci Effective listening During your Peer
Coaching conversations you will be able to have a more positive
impact by using a range of skills that encourage others to talk
openly. One of the most important skills is the ability to listen
well. There are those who are listening and those who are waiting
to speak (Anon) Activity Place a tick by any of the following which
you sometimes do: Listen only to what you want to hear Jump to
conclusions Finish people's sentences for them Fills any silence
with words Let your mind wander while being spoken to Thinking
about what you will say next Continue to do something else while
being spoken to Effective listening is much more than simply
hearing what is said. It involves informed and sharpened active
attention, what has been termed listening with the third ear. In
essence, active attention is directed at processing and
understanding as fully as possible: What is said How it is said
What is meant What is not said The context in which it is said
Hints and Tips Respect Show utmost respect for the other person.
This is conveyed more than anything else by really creating the
opportunity for the other person to talk. Give attention/be here
now Do not let your attention wander. Avoid all distractions and
keep your eyes as well as your ears focused on the person talking.
Lean slightly forward to register this. Reflect back Say back to
someone what they have said in a mini-summary. So what you are
saying is that you have really enjoyed taking on the project leader
role AIESEC Peer Coaching Guide v1.0 Page 9 Career Innovation
January 2008
- Career Innovation Ci Check If you have not understood, stop the
person gently and simply ask them to repeat something so that your
do understand. Sorry can I just check Ive got that right, would you
mind repeating what you have just said Seek examples Ask for
examples of what someone means. In what way was it a challenge?
What exactly has happened? Can you describe it? Encourage Through
looks, tone of voice, even when someone is saying something with
which you personally disagree. Question When the person has
finished their point, ask them some questions to probe further.
This shows how much you have valued their opinions. Silence Cope
with silence by smiles. Do not always feel the need to fill the
gaps. How to bring Peer Coaching to an end Earlier we mentioned the
importance of setting up a Peer Coaching agreement, at which point
it is good to agree how the Peer Coaching relationship can be ended
by either side. Why is this important? You may have agreed at the
outset just to have one or two meetings, and it is time to stop and
review learning You may feel the other person is becoming too
demanding of your time, and you need to manage their expectations
Your circumstances may change and you are no longer available to
help in the way you had planned You feel you have helped them as
much as you can and they are clear about what they plan to do The
other person needs specialist help, and it is inappropriate for you
to try and help them AIESEC Peer Coaching Guide v1.0 Page 10 Career
Innovation January 2008
- Career Innovation Ci Ending the Peer Coaching in a clear and
positive way is beneficial to both, ensuring useful learning and no
sense of rejection. Hints and Tips Always ask the other person
about how they are finding the Peer Coaching and whether they want
to continue, as an ongoing check. They may be too embarrassed to
say they want to stop seeing you. Where it is clear that the
coaching has reached its conclusion, ask the other person what they
have found most useful/least useful from the Peer Coaching process.
Thank them for asking you to work with them, and express the
benefits you have gained too. Make it clear that you are no longer
in a Peer Coaching relationship. When the other person wants to
continue but you feel as if you have committed enough time and
energy, simply refer back to the Peer Coaching agreement and say
something like at the outset we agreed to work with each other over
two meetings, I have enjoyed working with you but feel with my
current level of expertise, experience and time available I am
unable to give you the support you need. Direct them to other
resources or people in AIESEC who may be able to help. If a person
shows that they have other more specialist needs e.g. bereavement
support, stress etc identify resources that are around that you
could encourage them to use. As above say something like Whilst I
can be a listening ear and give peer support I dont have the
experience or skills to help you with , can I suggest that you
consider talking to . who could really help AIESEC Peer Coaching
Guide v1.0 Page 11 Career Innovation January 2008
- Career Innovation Ci Overall Hints & Tips for Successful
Peer Coaching Do Make sure you have the time and commitment to
participate in Peer Coaching Set up a Peer Coaching agreement to
manage expectations Respect the other person and always be
confidential Focus your attention on the other person and listen
well Use appropriate questions Encourage action Seek feedback
Encourage the person to seek professional help if needed Make sure
the Peer Coaching ends well Dont Be judgemental Get too involved
and over committed to the other person Try and coach the person
inappropriately, you are not a fully trained coach Fail to turn up
for agreed meetings Reject the other person by not ending the Peer
Coaching clearly and positively AIESEC Peer Coaching Guide v1.0
Page 12 Career Innovation January 2008
- Career Innovation Ci Learning Resources to support Peer
Coaching Useful books Everyone Needs a Mentor 4th edition, David
Clutterbuck, April 2004, CIPD Reflections on your own learning What
did I enjoy about being a peer coach? What have I learned from the
experience? What have I found challenging? What further
skills/competencies might I develop? AIESEC Peer Coaching Guide
v1.0 Page 13 Career Innovation January 2008