Coaching

Daniel Doni Sundjojo

The situation that you must conduct coaching

• Assigning a new challenging task, reviewing result

• Determining with an employee his/her training needs

• Showing an employee hw to perform a task

• Discussing a plan for employee career advancement

• Listening to an employee’s fears of job cutbacks

• Providing an empoyee insight into company policy, strategy,culture

• Discussing poor employee performance

• Dicsussing how a long term, excellent mployee can reach sn rven higher performance level

• Conducting a disciplinary interview

• Discussing a problem of poor work or failure to follow organization rules/ policy

• Helping an employee adapt psychologically to job changes

• Helping an employee to manage stress

• Conducting performance appraisal

• Allowing an employee to blow off some emotional steam

Have you done

it?

FeedbackFeedback FeedbackFeedback

OutputsOutputs(HIGHER (HIGHER Performance)Performance)

InputsInputs(Present(Present

Performance)Performance)

MentoringMentoringTutoringTutoring

CouncellingCouncelling DisciplinesDisciplines

TYPE OF TYPE OF COACHINGCOACHING

Coaching

ConfrontingConfronting/Challenging/Challenging

If there’s improve on performance,Think again about your methods. Probably you need change/modification/syncronize it

Type of Coaching• Tutoring : Helps employee

gain knowledge, skills and competency

• Mentoring : Helps develop careers in other example : organizational culture, the way to advance one’s careers etc

• Councelling : Helps employee to recognize, talk about, and solve either real or perceived problems that affect performance

Type of Coaching (Cont.)• Confronting/ Challenging :

Established clear performance standars, compares actual performance against them, and adresses performance that doesn’t meet those standars

• Discipline : Give clear description an action to show that company unhappy with employee’s poor performance/ misconduct

Known or Revealed level : Job performance, Physical illness, Attendance, coperative, discipline level etc)

Unknown or Unrevealedlevel : Emotional Illness, Personnal problem,Fear of forthcoming change, insecurity of present job, stress from personal/ work life, resentment towards other employee, etc

Explore full size of Employee’s Iceberg through Councelling

What must you do?• Acknowledging : Show that

you have listened to what the employee has stated

• Attending : Show that you are listening in open, nonjudgmental manner

• Affirming : Communicating to an employee his or her value, strengths and contribution

• Confirming :Making sure an employee understands what has been said or agree upon

What must you do? (Cont.)• Pinpointing : Providing

spesific, tangible information about performance to an employee. Give tmenclear about their current performance and challenge them to improve their performance

• Probing : Asking qustionto obtain additional information

What must you do? (Cont.)• Reflecting : Stating your

interpretation of what the mployee has said

• Resourcing : Providing information, assistance and advice to employee

• Reviewing : Reinforcing key points at the end of a coaching session to ensure common understanding

What must you do? (Cont.)• Summarizing : Pausing in

the coaching conversation to summarize key points

• Commitment to improve : Agreement about commitment to improve (Use form Commitment to improve)

Good luck