Leadership Coaching and

Group Coaching Skill

Proposal Program Pengembangan Kompetensi untuk
jajaran Pimpinan Struktural.

Dra. Yodi Donatrin.Mpsi.,Psikolog., CGMHRM

TUJUAN UTAMA PELATIHAN

Mengetahui dan menyadari fungsi  Pengemabngan Diri untuk Bawahan dan

01 Pemimpin untuk mengembangkan
diri dan tim yang dipimpinnya
Tim kerja.
 Tehnik Coaching dalam Menyelesaikan
Persoalan.
 Aneka Tehnik Pengembangan Diri

Memiliki pengetahuan dan

02 keterampilan melakukan teknik
Coaching mengacu kepada protokol
TEKNIK COACHING : ROADMAP,
dan Struktur Teknik Coaching yang KOMPETENSI dan PROTOKOL
benar.

Mengetahui dan terampil melakukan

Teknik Coaching untuk
03 mengembangakn orang lain (tim) dan
EFEKTIFITAS TEHNIK
menyelesaikan persoalan
COACHING

2
PENCAPAIAN

KO 1 KO 2 KO 3

1. Delapan (8) Kompetensi dalam

tehnik Coaching
2. Roadmap Perencanaan Tehnik
Coaching dan Penerapan
1. Pengembangan Pribadi, Bagaimana Mengukur
Bawahan dan Tim kerja. 3. Protokol Tehnik Coaching
2. Tehnik Coaching dalam
Efektifitas Coaching;
4. Perencanaan Diri dan Latihan
Menyelesaikan Persoalan. 1. ROLE PLAY
Penerapan:
3. Aneka Tehnik Pengembangan 2. GOAL SETTING
Diri a. Team coaching untuk
Penyelesaian Masalah 3. PERENCANAANN PENERAPAN
INDIVIDU
b. Group Coaching untuk
Pengembangan

3
TUJUAN AKHIR PELATIHAN
Peserta mendapatkan kompetensi
dan ketrampilan untuk melakukan
Coaching Kepemimpinan dan
Coaching Tim Kerja
Menjalankan
Peserta mendapatkan Sertifikat
dengan pencapaian jumlah jam
pelatihan tatap muka kombinasi
luring dan daring selama 16 jam sesi
pelatihan.
Modul pelatihan dan buku pedoman
akan diberikan secara e-book.
Merencanakan Penerapan Pelatihann
dengan melakukan laporan
penerapan coaching individu 12 jam
sesi coaching (3 coachees minimal)
dan tim /Group Coaching 6 jam sesi
Coaching
4
INVESTASI
Pelatihan Leadership Coaching dan Group Coaching Skill untuk jajaran struktural di Kementrian
Transmigrasi, Pendidikan dan Kebudayaan menggunakan berbagai metode pengembangan
diri, Tahap tatap muka luring, Tahap tatap muka Daring, Pendampingan dan Coach.

SESI 1 SESI 2 Praktik Mandiri SESI 3

Tahapan Luring (Sesi 1) Tahapan Luring (sesi 2) Praktik Mandiri Pendampingan (Sesi 3)

 Tingkat Eksekutif  Tingkat Eksekutif  Tingkat Eksekutif

 Durasi 2 X @4  Durasi 2 X @4  Durasi 1 X 1,5 jam/peserta
jam/hari jam/hari Praktek oleh  Jumlah peserta 6-7 orang
 Jumlah peserta 6-7  Jumlah peserta 6-7 Coachee/ Peserta  Pelaksanaan :
orang orang Pelatihan berdasarkan kesepakatan
 Pelaksanaan :Minggu  Pelaksanaan :Minggu waktu antara Coach
Pertama. Ke- dua. (narasumber dengan
peserta
3 bulan

01 02 03 04
5
SESSI PERTAMA

KO 1
1. Pengembangan Pribadi, Bawahan dan Tim kerja.
2. Tehnik Coaching dalam Menyelesaikan Persoalan.
3. Aneka Tehnik Pengembangan Diri.

3
7 Cara Mengembangkan Potensi diri
1. Mengetahui Kekuatan dan Kelemahan Diri
2. Self Assessment.
3. Mencoba Pengalaman Baru (mandiri atau organisasi).
4. Menemukan Sumber Motivasi (Keluarga, Cita-cita/ambisi, Pengalaman)
5. Membiasakan diri untuk berpikir terbuka.
6. Menghindari kebiasaan membandingkan Diri dengan Orang Lain.
7. Temukan Lingkungan yang Positif.
DISKUSI…
 Proses Pengembangan Subs & Tim
Conduct
Instruct Revise
Analyses Instruction

Develop &
Identify Write Develop Develop Select
Develop &
Instruct Performance Criterion- Instruct Conduct
Instruct
Objective Reference Test Strategy Formative
Goals Materials
Analysis

Identify Develop &

Conduct
Entry
Formative
Behaviors Analysis
Tehnik
Pengembangan
Bagaimana Seorang Pimpinan harus menerapkan
proses Pembelajaran Pribadi dan Tim Kerja Kerja

Dra. Yodi Donatrin.Mpsi.,Psikolog., CGMHRM

 THE KEY TO SUCCESS

BELIEVE IN YOURSELF BE PASSIONATE ABOUT WHAT YO DO

COLLABORATE SUROUND YOURSELF WITH

WITH OTHERS POSITIVE PEOPLE

TAKE BREAKS WHEN YOU NEVER STOP LEARNING

NEED TO AND HAVE FUN NEW THINGS

LEARN FROM YOUR

MISTAKES WORK HARD

TAKE CARE OF YOURSELF BE PASSIONATE ABOUT

PSHYSICALLY WHAT YO DO
Kompetensi-Potensi vs. Tehnik Pengembangan Diri

ASK
6 7
Trusted 9
Strong
Professional Future
K Potential
Leader
O
M COUNSELING COACHING
F
P 4 5 8 P U
E Employee Performer Rising Star A T
T Contributor PROBLEM SOLUTION
S U
E
T R
N
2 3 E
S 1 CONSULTING MENTORING
I Talent Risk Inconsistent Unproven
Talent Talent

POTENSI
TELL
 PERBEDAAN COACHING
MENTORING, COUNSELING, CONSULTING, TRAINING

Coaching Mentoring Counseling Consulting Training

A coach does not A consultant hold

claim to be the A mentor is an A counselor or an expert or
expert in the expert in the field therapist hold role advisory role. This Trainer is expert,
EXPERTISE profession of the of the client. It is and expert in often leads clients holding Authority &
client, but rather thus hierarchical Psychological to form a setting the agenda
expert in learning relationship Health dependency on
&goal attainment the consultant

Clients typically sets Either Clients of Agenda often

WHO SETs mentor sets the Counselor follow determined by Learning Agenda
the agenda for
AGENDA agenda for Client formal products and formally set
discussions
discussions processes

PROACTIVE / PROACTIVE OR/ PROACTIVE OR

PROACTIVE PROACTIVE REACTIVE
REACTIVE REACTIVE REACTIVE

Transparent
Counselor holds
Process, Where Expert Role Expert Role
POWER Mentor holds power power of
client and Coach assumes power assumes power
interpretation
share power

PROCES Facilitate Pass on Experience Facilitate Tell Teach

Gebhardt, Thomas, 2015, Basic Coaching Workshop

Group Coaching vs Team Development

Five stage of
Team Development by Bruce
Tuckman
Tehnik Pengmbangan Tim Model Tucker
Lima (5) tahap pengembangan tim(Model Tucker) yang diperlukan dan ditujukan untuk membangun tim yang solid.
• Tahap pertama adalah forming menetapkan arah yang jelas, tujuan, nilai inti, dan menemukan nilai-nilai tim Anda. Penting untuk
memupuk kegiatan membangun tim, kegiatan keterlibatan, dan menetapkan tujuan dan harapan yang jelas.
• Tahap kedua adalah storming, ditandai dengan konflik dan ketegangan, resistensi terhadap norma kelompok, pertempuran untuk
kekuasaan dan pengaruh, dan tantangan komunikasi. Penting untuk mengakui konflik dan mendorong komunikasi terbuka guna
mengatasi masalah dan mencapai pemahaman bersama. Menetapkan aturan dasar untuk komunikasi dan kolaborasi dapat
membantu mencegah konflik dari eskalasi.
• Tahap ketiga norming melibatkan pengembangan norma, peningkatan komunikasi, lebih banyak kolaborasi, peningkatan
produktivitas, lingkungan yang mendukung, dan peran dan tanggung jawab yang jelas. Menjelaskan peran dan tanggung jawab,
menetapkan tanggung jawab pekerjaan yang jelas, kompetensi teknis, dan memiliki kamus kompetensi sangat penting untuk tim
agar dapat berfungsi secara efisien. Merayakan keberhasilan, memberikan apresiasi, dan menerapkan pengakuan juga penting untuk
membangun semangat dan motivasi dalam tim.
• Sementara tahap keempat performing ditandai dengan tujuan yang jelas, tingkat kepercayaan yang tinggi, komunikasi yang efektif,
fleksibilitas, saling ketergantungan, dan perbaikan yang berkelanjutan. Mendorong otonomi dan delegasi, mengidentifikasi
kebutuhan, memilih orang yang tepat, merencanakan delegasi, mengadakan pertemuan delegasi, membuat rencana tindakan,
meninjau rencana. Dalam tahapini, tim dapat efektif mengatasi tantangan dan menjadi lebih produktif
• Tahapan Akhir adjourning membantu untuk memupuk pembelajaran yang berkelanjutan dan memastikan bahwa anggota tim siap
untuk peran dan tanggung jawab yang baru. Sebuah tim yang kuat dapat menjadi aset yang berharga bagi setiap organisasi, dan
berinvestasi dalam pengembangan tim pada akhirnya dapat mengarah pada kesuksesan jangka panjang.
Leader as Coach
Bagaimana Pimpinan sebuah organisasi berperan
sebagai Coach melalui proses coaching untuk
meningkatkan Kinerja Kerja

Dra. Yodi Donatrin.Mpsi.,Psikolog., CGMHRM

LEADER AS COACH
SASARAN PEMBELAJARAN.

1. MEMAHAMI KUALITAS SEORANG COACH

2. DAFTAR KESALAHAN COACHING

3. PERBEDAAN TIPE COACHING

4. MEMAHAMI TEHNIK COACHING YANG EFFECTIVE

5. MEMPERSIAPKAN PROSES COACHING

DEFINISI COACHING
• Coaching adalah sebuah proses pendampingan atau percakapan yang memiliki makna untuk
mendorong pemikiran dan ide kreatif untuk memaksimalkan potensi baik individu maupun
profesional menuju tujuan yang diinginkan.

• Coaching dapat dilakukan dalam berbagai bidang, seperti pendidikan, bisnis, olahraga, dan
kesehatan. Dalam konteks pendidikan, coaching dapat digunakan untuk membantu guru, kepala
sekolah, dan staf sekolah untuk mengembangkan diri dan mencapai tujuannya.

• Dalam dunia pendidikan, secara khusus yang harus diperhatikan dalam Pendidikan Guru
Penggerak terdapat tiga kompetensi inti coaching untuk kebutuhan pendidikan guru penggerak
yang terdiri dari kehadiran penuh, mendengarkan aktif, dan mengajukan pertanyaan yang
berbobot.
MENGAPA LEADERS PERLU MENJADI
COACH
ENERGIZES

EMPOWERS

ENABLES

EVALUATES

ENVISIONS
KUALITAS SEORANG COACH
1. High Self Awareness
2. Sensitivity
3. Empathy for others
4. Clarity of Mind
5. Deep Desire to Inspire
Beberapa Tipe Coaching
• Life
• Executive
• Career
• Business
• Sports
• dll
Kegagalan Coaching
• Overconfidence
• Over Intrusion
• Confusion of Objective
• Indoctrination
• Exhaustion
MANFAAT COACHING
• Pengembangan Individu

• Peningkatan Kinerja dan keterlekatan

• Keseimbangan Hubungan dalam Organisasi

• Dampak Keuntungan yang mendasar.

• Psrtumbuhan Organisasi secara keseluruhan

ACUAN PERTANYAAN.
1. Apakah kamu terdorong untuk menemukan cara-cara 9. Seberapa besar suasana perasaan memengaruhi
baru dalam menyelesaikan pekerjaanmu di sini? pekerjaanmu?
2. Apakah pekerjaan sekarang ini bisa kamu golongkan 10. Berapa persen kepuasanmu dalam melakukan
sebagai salah satu dari pencapaian hidupmu? setiap pekerjaan di sini?
3. Apakah peralatan dan sumber daya yang ada sudah 11. Kalau belum puas 100%, apa yang bisa diubah
membantumu bekerja dengan baik? untuk mencapai 100%?
4. Selama bekerja di sini apakah kamu memiliki tujuan 12. Apa saran kamu untuk
yang jelas? meningkatkan growth perusahaan ini?
5. Apakah keterampilan dan kemampuanmu sudah 13. Bagaimana caramu untuk menjadi lebih baik dari
dimaksimalkan dengan baik oleh tim atau perusahaan sekarang?
ini?
14. Hal apa yang membuat kamu merasa tidak aman
6. Apakah tim kamu sudah lengkap? Keterampilan apa atau cemas di tempat kerja?
yang harus ditambah?
15. Bagaimana kehidupanmu selepas bekerja? Apakah
7. Apakah kamu merasa perusahaan sudah semuanya baik-baik saja?
mengkomunikasikan kepada karyawan dengan baik
tentang hal-hal yang akan mempengaruhi mereka 16. Di mana kamu ingin berada di masa depan?
dalam bekerja? 17. Apakah ada pengembangan pribadi atau profesional
8. Apakah kamu merasa perusahaan membantumu yang ingin kamu kejar?
mencapai tujuan karir?
PRESENCE
• Kehadiran penuh (presence) merupakan kemampuan untuk sepenuhnya fokus pada
coachee, tanpa prasangka atau penilaian.
• Coach yang hadir penuh akan menunjukkan :
• sikap terbuka,
• ingin tahu, dan
• menghargai.
• Kehadiran penuh juga membantu coach untuk membangun hubungan yang positif dan
saling percaya dengan coachee.

• Kehadiran penuh dapat dilatih dengan berbagai cara, salah satunya dengan latihan
STOP (Stop, Take a breath, Observe, dan Proceed) dan Mindful Listening.

• Latihan ini membantu coach untuk fokus pada saat ini, melepaskan pikiran dan perasaan
yang mengganggu, dan melihat situasi dari sudut pandang coachee
MENDENGARKAN AKTIF

• Mendengarkan aktif (active listening) merupakan kemampuan untuk mendengar

secara penuh dan memahami pesan yang disampaikan oleh coachee.

• Coach yang mendengarkan aktif akan menunjukkan sikap memperhatikan,

mengulangi apa yang didengar, dan mengajukan pertanyaan untuk memperjelas.

• Dengan mendengarkan aktif, coach dapat memahami keseluruhan makna dari

apa yang disampaikan oleh coachee, termasuk hal-hal yang tidak terucapkan.
Jadi coach harus memahami kata kunci yang dikatakan oleh coachee.

• Ciri-ciri kata kunci biasanya dapat diidentifikasi dari beberapa hal berikut.
MENDENGARKAN AKTIF
TIGA (3) KUNCI
• Intonasi: Kata kunci sering kali diucapkan dengan intonasi yang berbeda dari kata-kata lain. Intonasi ini dapat
berupa intonasi yang tinggi, rendah, melambat, lebih cepat, atau dengan tekanan.
• Pengulangan: Kata kunci sering kali diucapkan berulang kali. Hal ini dapat terjadi karena kata tersebut penting
bagi coachee atau karena coachee belum yakin dengan apa yang dikatakannya.
• Metafora atau analogi: Kata kunci sering kali diwakili oleh metafora atau analogi. Hal ini dapat membantu
coachee untuk mengungkapkan perasaan atau pikirannya dengan cara yang lebih mudah dipahami.
• Emosi: Kata kunci sering kali disertai dengan emosi. Hal ini dapat membantu coachee untuk lebih memahami apa
yang dirasakannya.
Mengajukan Pertanyaan Berbobot
• Mengajukan pertanyaan berbobot (powerful questions) merupakan kemampuan untuk mengajukan pertanyaan
yang mendorong coachee untuk berpikir lebih dalam, menemukan jawaban sendiri, dan mengambil tindakan.
Pertanyaan berbobot biasanya bersifat terbuka, menantang, dan mengundang refleksi.

Ketiga kompetensi inti coaching ini penting untuk dimiliki oleh guru penggerak karena dapat membantu mereka
untuk: membangun hubungan yang positif dan saling percaya dengan rekan sejawat, membantu rekan sejawat untuk
mengembangkan diri dan mencapai tujuannya, serta menciptakan budaya kerja yang kolaboratif dan inovatif.
TEHNIK COACHING
Technik Coaching
Pada praktiknya coaching merupakan percakapan verbal, sekilas nampak sebagai obrolan biasa, namun bila kita
perhatikan “obrolan” tersebut diatur dalam suatu alur yang terstruktur dan logis.
Ada banyak model percakapan coaching yang digunakan di situasi dan kebutuhan yang diantaranya adalah model, GROW,
OCDAC, dan IGROW. Mari kita lihat masing-masing teknik tersebut.

1. Teknik GROW
Tehnik ini dipopulerkan oleh Sir John Whitmore, Penulis buku “Coaching for Performance: GROWing Human Potential and
Purpose”. GROW adalah metode proses coaching yang sebelumnya dikembangkan oleh Graham Alexander dan Alan Fine.
GROW adalah singkatan dari Goal, Realistic, Option, dan huruf W-nya bisa Will, Wrap Up, Way forward.
Intinya, agar growing (bertumbuh) Anda perlu menetapkan tujuan (goal), bandingkan dengan fakta saat ini (realistic) dan
temukan berbagai alternatif untuk mempersempit kesenjangan antara tujuan dan kenyataan.
Setelah itu lakukan kegiatan yang pasti (way forward) untuk mendekat dengan tujuan.
Model Tehnik Coaching
2. Teknik OCDAC
OCDAC sendiri adalah kepanjangan dari open, clarify, develop, agree dan closing.
Dari opening, kita harus meluruskan tujuan agar tidak ada perbedaan persepsi. Kemudian, mulailah clarify
atau mengklarifikasi mengenai ekspektasi yang dimiliki si coachee.
Tahap selanjutnya adalah develop atau dicari solusi serta aksi untuk menemukan kesadaran dari coachee.
“Saat ini kita akan mencapai kesepakatan atau agreement,
Dan terakhir jangan lupa menutup (closing) dengan ucapan terima kasih.”
Model Tehnik Coaching
3. IGROW
Di beberapa Lembaga Coaching di Indonesia, digunakan model iGROW sebagai adaptasi Model GROW dari John
Whitmore.
iGROW merupakan singkatan dari intention, goal, reality, option, will.
• Model Percakapan iGROW pada prinsipnya sangatlah logis.
• Dimulai dari kehadiran sepenuhnya seorang coach yang menawarkan kesepakatan topik pembicaraan (intention),
• Kedua menentukan hasil dari suatu proses coaching (Goal),
• Ketiga, selanjutnya mendalami (reality), dan mencari beberapa alternatif solusi (Option) dan
• Keempat adalah mengakhiri dengan komitmen tindak lanjut (Will).

• Dalam pelatihan kali ini, Kami Fasiliator, Trainer dan Coach Anda akan menekankan pelatihan dengan model
percakapan iGROW
Model Tehnik Coaching - iGROW
 What’s going on?
 What’s on your mind
i  What’s up
 How can I be of help?

 Ultimate Goal :
G  What do you really want, describe the perfect
outcome, as if there were no obstacle…
 Goal For This Session
 What can we accomplish right now?
 What would move your forward now?

 What is the cost to you

 How are you feeling about this
R  What have you previously tried to fix this?
 Tell me more…

 Let’s brainstorm some option…

 What has worked for you in the past?
O  What might you try that feels like a stretch for
you?

 Let’s identify the goals and actions stops you

will take?
W  How can you receive the support you need
to make this happen?
Model Coaching iGROW

https://youtu.be/ITFRiRNCj-Q?si=dT2Gb7KQkrT-HxiP
Model Coaching iGROW
https://youtu.be/DjwleKLwQjU
“Thank you
as an Active
Coachee ”
”WHAT?”
• Specific Actions & Statements from from Leader which
demonstrate their desire to create a positive partnership and
Exchange

• Exercises:

‘’ I want to give you opportunity to succeed.”

”Benefits”

• Builds a foundations for open exchange and problem solving

discussion.

• Minimize Threatening

• Sets the stage to develop Partnership communication

”Purpose”

• To help leaders understand what coaching is, Why it is important

and when coaching should occur.

• To enable you to gain a feedback on your own coaching style.

• To become familiar with a set of practical and effective steps to use

in coaching.
”Process (Road Map)”
one day workshop (1 manday)

30 menit Introduction (ground rules)

30 menit. What is coaching?

1 jam Role Play (Base line)

4 jam 8 Langkah Coaching (about 30 menit/ setiap Langkah)

1 jam Role Plays

15 menit Sustainability /POA

”Payoff”

• To build on your own experience and sharpen your skills when

influencing others.

• To help your partners achieve their goals.

• To create a coaching culture to impact business result positively

 WHO NEEDS COACHING ?

EVERYONE NEEDS COACHING….

 “WHAT IS
COACHING”
WHAT IS COACHING…..
____________________________________________
____________________________________________
____________________________________________
____________________________________________
____________________________________________
____________________________________________
____________________________________________
____________________________________________
COACHING IS …
Coaching is …

• A discussion process between members of the organization

(Managers to Employee, peers to peers, employees to managers)
aimed at exerting a positive influence in the motivation,
performance, awareness area of improvement & Development, or
career of another person to help them be as effective as possible

• The regular process of building a partnership for continuous

improvement.
Listing 5-6 Key words which capture the essence
of the definition of coaching:

1. ….
2. ….
3. …
4. …
5. ….
6. …
Coaching is …
• A discussion process between members of the organization
(Managers to Employee, peers to peers, employees to managers
aimed at exerting a positive influence in the motivation,
performance, awareness area of improvement & Development,
or career of another person to help them be as effective as
possible

• The regular process of building a partnership for continuous

improvement.
Why does everyone Need Coach ?
When do you coach others?
List 3 events when you think it is appropriate to coach others you work
with:
1…
2…
3…
Situation That Require Coaching

Administrative Situations Project or Task Situations

 Setting Objective  Coaching for Performance

 Salary Discussion  Training New Skills
 Career Planning  Assignment Problem: delay
Everyone Needs A Coach

There is always room

for improvement, and in
today’s competitive
market place, if you don’t
continue to improve,
you will not survive
Coaching Situations
1. A Manager to Employee Situation ~ Downward Coaching.

2. A peer to peer situation ~ A Party Coaching

3. An employee to manager ~ Upward Coaching

“One sees great things from the
valley; only small things from
the peak”
Expand View of Coaching Application

New Project / New Employee Successful Performance

Guidance & Goal Setting Reinforce – Encourage - Empower

COACHING

Support Change in
Business Direction Unsuccessful Performance
Adjust their skills to maintain Problem Solving +
alignment with business trends & Motivation for change
competitive pressures
Is Coaching Avoided?
“8 – Steps - Coaching
2
Define The
Topic &
Needs

1
Be
Supportive
Budaya komunikasi yang efektif dan lancar dalam perusahaan, bisa
meningkatkan produktivitas dan motivasi kerja. Selain itu, komunikasi
yang baik juga akan membuat tim kamu saling bertoleransi dan juga
bisa menghargai perbedaan-perbedaan yang ada.
Protokol Coaching – (Coaching Foundation)
1. Membangun Rapport – Relationship yang Positif
2. Melengkapi Formulir Coaching
a. Adalah alat terstruktur yang digunakan dalam proses Coaching untuk memfasilitasi
komunikasi dan penetapan tujuan antara pelatih dan klien mereka.
b. Ini berfungsi sebagai kerangka kerja untuk mengatur dan mendokumentasikan informasi,
kemajuan, dan wawasan penting di seluruh hubungan pembinaan.
c. Formulir ini dapat mengambil berbagai format, mulai dari dokumen kertas fisik hingga
template digital yang terintegrasi ke dalam platform perangkat lunak pelatihan.
d. Tujuan utama dari formulir ini adalah untuk memastikan kejelasan dan keselarasan antara
pelatih dan klien mengenai tujuan dan strategi mereka.
e. Mengumpulkan detail pribadi, seperti nama klien, informasi kontak, dan informasi latar
belakang yang relevan.
f. Mengeksplorasi tantangan klien saat ini, hasil yang diinginkan, dan area fokus untuk sesi
pelatihan Coacjing.
3. Memahami kode etik proses coaching
4. Membuat Perjanjian Coaching untuk menjaga komitmen dan integritas.
“8 – Steps - Coaching
2
Define The
Topic &
8 Needs
Don’t 3
Give Up Establish
Impact
1
Be
7
Clarify
Supportive 4
Consequences
Initiate
Don’t Punish A Plan

6
Confront 5
Excuse / Get A
Commitment
Resistance
“Steps 1 Be Supportive

1
Be
Supportive
STEP 1 – Be Supportive
• Marilah kita mengingat tentang The Best Leader yang pernah menjadi
atasan Anda.

• Kata apa yang TEPAT untuk menggambarkannya.

_________________________________________________________
_________________________________________________________
_________________________________________________________
STEP 1 – Be Supportive
“Solid relationship are built
on trust, honesty, support
and concern for the interest
and needs of the
employees”.
STEP 1 – Be Supportive

The Effective
managers spent
50% of the time
during the discussion
expressing support or
doing supportive
things
Supportive Leader Behavior

Flexibility

Empathy /help

Understanding

Encouragement/

Positive Feedback/Openness

Owning some responsibility

Recognition of Employee's needs

 Support Triangle • Eye Contact
• Non Verbal
• Positioning
• Location

FELT
Tangible

• Help
Internal
• Time Decision
• Training
• Resources • Appreciation
• Recognition of Strength
• Recognition of Contribution
• Acceptance

Expressed
STEP 1 – Be Supportive
GUIDELINES
1. Create an interactive style of communication with Coachee and seek their inpit and Comments.
“I want to discuss this and get your input…”

2. Convey empathy and understanding regarding the Coachee’s feeling and problem.
“I can see that you’re upset that I pointed out this problem area…”

3. Accept some responsibility for conditions.

“you’re right. I did drop the ball and didn’t make my instructions clear.”
STEP 1 – Be Supportive
OBSTACLE
 A negative history or relationship

 Use of non-supportive or aggressive statement and tactics.

 Over-emphasis on negative cosequences

STEP 1 – Be Supportive
PERLU DIINGAT

 Support and Trust is a long term effort

 Don’t overdo as it will appear artificial

 Differentiate between being supportive and being friendly

 Support is an internal decision we make about how we want to relate to others.

 After making this decision our words and actions follow, not vice a versa
“Step 3 – Establish Impact
2
Define The
Topic &
Needs

1
Be
Supportive
STEP 2 – Define The Topic & Needs

• Marilah kita mengingat tentang The Best Leader yang pernah menjadi
atasan Anda.

• Kata apa yang TEPAT untuk menggambarkannya.

_________________________________________________________
_________________________________________________________
_________________________________________________________
STEP 2
Define The Topics & Needs
(the feedback)

“Feedback
is the
Breakfast
of
Champions”
STEP 2
Define The Topics & Needs

“When a
problem is
well – defined
it’s usually
half-solved”
STEP 2
Define The Topics & Needs

“It’s a natural
human tendency to
attribute
success to
our own efforts and
failure to causes
outside of
ourselves”
STEP 2 – Define The Topic & Needs

WHAT…?

 A mutually developed, specific description of present situation.

 A clarification for both the leader’s and Coachee’s needs and expectations.

 Ex.
“We need to focus on ………..”
STEP 2 – Define The Topic & Needs

Benefits

 Encourage the Coachee to verbalize how he sees his own actions.

 Gives him a chance to vent thoughts and feelings.

 Provide the opportunity to align expectation and needs.

STEP 2 – Define The Topic & Needs

Guidelines
 Take one concern at a time and stay focused
“I am concerned about the way you are handling the weekly report”

 Gather data from coache. Discuss and explore both viewpoints and summarize both perception.
“ I’d like to hear some specific about how you are currently filing out the reports”

 Clarify both the leader’s and Coache’s need and expectations.

“What are your expectation in this area”

 Be supportive ; don’t be in a hurry

“O.K. let me see if we ‘re together work on this”.
STEP 2 – Define The Topic & Needs

Obstacles

 A Leaders who is too general

 A Leader who places blame rather than solves problems
 A Leaders who argues about excuses

 A Coachee who blames others

 A Coachee who resists feedback
 A Coachee who feels victimized
STEP 2 – Define The Topic & Needs

Key Points

 Focus : What.

 Go slow to get fast learner

 Don’t make assumptions

STEP 2 – Define The Topic & Needs

Perlu Diingat!
 People ofteh see things differently, and the objective of this step is to
achieve mutual understanding and to express viewpoints.

 Make sure that the coach and Coachee have a cl;ear understanding
of the specific concerns, problems or opportunities that need the
attention.
“Step 3 – Establish Impact
(the most ignored)

2
Define The
Topic &
Needs
3
Establish
Impact
1
Be
Supportive
STEP 3 – Establish Impact
What In It For Me…?
STEP 3 – Establish Impact
What?
 An assessment of how Coachee’s action are affecting or impacting his
goals, interest and objectives

 The Creation of Internal motivation for change

 Ex.
“What are the cosrt and benefits of the…”
STEP 3 – Establish Impact
Benefits.
 Establishes the need and motivation Caoachee to change.

 Prepare the Coachee to discuss the plan

STEP 3 – Establish Impact
Guidelines.
1. Restate or summarize the problem or situation
“I really believe the reports have become a critical issues.”

2. Ask for his opinion about the impact that the behavior is having
“What are some of the effects you see of having to wait solong
to finalize the reports.”

3. Let silence works for you

4. Be supportive.
“you ‘re right. It does affect your image.”
STEP 3 – Establish Impact
Obstacles.
 Justification about the present behavior.

 Ineffective action that have actually been rewarded or ignored in the

past.
STEP 3 – Establish Impact
Key Points

 Look at the situation from all perspectives.

 Create an Internal Motivation

 Don’t assume the Coachee knows, accepts or has considered all the impacts of the
present situation.
STEP 3– Establish Impact
Perlu Diingat!
 It’s the most avoided and most neglected of any of the 8 steps

 It’s also the most important step in term of getting people truly make
a change.

 The objective is to have Coachee make a good self assessment or

value judgment about impact of his present actions to encourage him I
“moving”
“Step 4 – Initiate A Plan
2
Define The
Topic &
Needs
3
Establish
Impact
1
Be
Supportive 4
Initiate
A Plan
“If the employee is
involved in
making the plan, he
is committed to
work the plan”
Step 4 – Initiate A Plan

•
STEP 4 – Initiate A Plan

”WHAT?”
• Tindakan Khusus & Dapat Dicapai yang dikembangkan bersama

• Garis besar Kegiatan "do-able" yang mengarah pada hasil positif.

• Latihan Mandiri:

Tentukan contoh aktivitas dalam menentukan Rencana Giat

STEP 4 – Initiate A Plan
Benefits.
 Focuses the Coachee thought on specific actions.

 Focuses on solution rather than excuses

 Built ownership for the needed changes.

STEP 4 – Initiate A Plan
Guidelines.
1. Define & Discuss the the most effective approach:
 Outline objective
 Explore alternatives
 Gain Agreement
 Be attractive

2. Define Who, What, Where and When

3. Go through and rehears the implementation steps as needed and make sure that
there is a clear timetable for each step of the plan.

4. Be supportive.
STEP 4 – Initiate A Plan
Obstacles.
 Plans that are too general or too complex.

 Plan of Action develop only by Manager/Leader

 Excused and resistance.

STEP 4 – Initiate A Plan
Key Points

 Be realistic.

 Make it clear

 Build Ownership through involvement.

STEP 4 – Initiate A Plan
Perlu Diingat!
 The more input from the Coachee on the plan, the more likely it is that
plan will be accomplished.

 He will feel part of the plan and will have ownership for result.

 As result of working together his credibility and judgment is on the

line as well as the manager/leader/coach.
“8 – Steps - Coaching
2
Define The
Topic &
Needs
3
Establish
Impact
1
Be
Supportive 4
Initiate
A Plan

5
Get A
Comitment
STEP 5 – Get A
Commitment

“Failure to gain a
commitment
often makes the
difference in Success
or Failure”
STEP 5 – Get A Commitment

”WHAT?”
 A verbal statement from the coachee that he will implement the plan.

 The creation of a sense of personal responsibility and obligation to achieve the plan.

 Example:

“Will you able to do it?”

STEP 5 – Get A Commitment
Benefits.
 Tests the Coachee’s willingness to try a different approach..

 Gives the manager/Coach advance warning of Coachee resistance.

STEP 5 – Get A Commitment
Guidelines.
1. Ask for commitment

2. Listen to how the response is stated.

3. If necessary, go back to a simplified plan.

4. Get the Coachee started on the first element of the plan.

5. Be supportive.
STEP 5 – Get A Commitment
Obstacles.
 Weak committment.

 Excuses and resistance

 Assumption that a commitment has been made.

STEP 5 – Get A Commitment
Key Points

 A verbal signature.

 Ask, listen and watch.

STEP 5 – Get A Commitment
Perlu Diingat!
 It’s important to be persistent, to get a clear answer, and to hear the
Coachee actually verbalize commitment.

 The manager cannot assume or hope that things will change and plan
will be implemented.

 It’s a way to close the deal

“8 – Steps - Coaching
2
Define The
Topic &
Needs
3
Establish
Impact
1
Be
Supportive 4
Initiate
A Plan

6
Confront 5
Excuse / Get A
Resistance Comitment
STEP 6 – Confront Excuses / Resistance
STEP 6 – Confront
Excuses / Resistance

“Excuses can be
helpful. They can
provide an
opportunity for the
manager and the
employee to do better
contingency
planning”
STEP 6 – Confront Excuses / Resistance

”WHAT?”
• A way of keeping focused on actions.

• A way of managing the coachee’s avoidance and withdrawal.

• Example:

“ I know we are all pressed for time, let’s try to start on the first element of our POA”
STEP 6 – Confront Excuses / Resistance
Benefits.
 Provides an opportunity for the leader/manager to be proactive and
anticipate excuses.

 Identifies and deals with obstacles

 Keeps the discussions focused and solution oriented.

STEP 6 – Confront Excuses / Resistance
Guidelines.
Help Coaches deal with withdrawal
1. Recognize Coachee behavior “clues” :
 Being quite
 Passive
 Anger
 Changing the subject

2. Describe the specific behavior that is an obstacle. Stop and listen for a response

3. Focus on the intentions to eliminate the obstacle.

4. Be supportive.
STEP 6 – Confront Excuses / Resistance
Obstacles.
Help Coaches deal with avoidance:
1. Recognize the source of excuses ( e.g. Time).

2. A manager who avoids interpersonal clues.

3. A coachee who is unwilling to assume responsibilities for future

plans.
STEP 6 – Confront Excuses / Resistance
Key Points

 Excuses and resistance can occur at any time in the discussion.

 Real reasons, excuses and resistance are different.

 Excuses re-focus on what can be controlled.

STEP 6 – Confront Excuses / Resistance
Perlu Diingat!
 Excuses can develop at any time in the interaction process.

 The first occurs as a result of discussion on step #2, “Define the Topic and Need”.

 The other kind of excuses are those which surface when future plans and actions are
being discussed.

 The job of the manager is not to focus on the excuse, but rather to get the Coachee
to focus on positive actions.

 The plan can be modified, as a result of excuses, as long as there is still some
constructive action to be taken.
“8 – Steps - Coaching
2
Define The
Topic &
Needs
3
Establish
Impact
1
Be
7
Clarify
Supportive 4
Consequences
Initiate
Don’t Punish A Plan

6
Confront 5
Excuse / Get A
Resistance Comitment
STEP 7 – Clarify
Consequences, Don’t
Punish

“It is important to
discuss – positive &
negative
consequences with
employees”.
STEP 7 – Clarify Consequences, Don’t Punish

”WHAT?”
• A clear discussion of the outcomes which can be expected if the agreed-upon plan is not completed.

• A link between actions and future consequences.

• Example:

“You will have a great opportunity to achieve your traget”

“What if scenario…
STEP 7 – Clarify Consequences, Don’t Punish
Benefits.
 Clearly communication the importance of implementing the plan and
changing present behavior..

 Helps ensure that actions will occur.

 Protects the manager if consequences are eventually administered.

STEP 7 – Clarify Consequences, Don’t Punish
Guidelines.
1. Ask Coaches, if understands the importance of making a change.

2. Focus the discussion on the plan you have negotiated with him.

3. Discuss the results that will occur as a consequences of the agreed upon actions..

4. Be supportive (Stress positive consequences).

STEP 7 – Clarify Consequences, Don’t Punish
Obstacles.
1. A Leader/Manager who feels no control over consequences

2. A tendency to focus only on negative consequences.

STEP 7 – Clarify Consequences, Don’t Punish
Key Points

 They can be positive or negative.

 Clarify Consequences.

 Describe the future.

STEP 7 – Clarify Consequences, Don’t Punish
Perlu Diingat!
 The objective of the step; is to discuss outcomes preferably positive ones.

 Coaches needs to know where they stand in relationship to the boundaries and
expectations of the manager and the organization.

 Our hope is that step #7 will add clarity and will be an incentive for change.
“8 – Steps - Coaching
2
Define The
Topic &
8 Needs
Don’t 3
Give Up Establish
Impact
1
Be
7
Clarify
Supportive 4
Consequences
Initiate
Don’t Punish A Plan

6
Confront 5
Excuse / Get A
Resistance Comitment
STEP 8 – Don’t Give Up

“Everyone on the
team can be
coached &
Developed”.
STEP 8 – Don’t Give Up

”WHAT?”
• The manager’s commitment to work with the Coaches to create a change in his behavior
• A follow-up on plan and discussions.
• A follow-through on coaching process from start to finish

• Example:

“I want you to know that I am willing to work with you as far as you would like to make
this plan succeed”.
STEP 8 – Don’t Give Up
Benefits.
 Build a positive, problem solving relationship with coachee

 Provides as opportunity for follow-up or for changes in the course of

action.
STEP 8 – Don’t Give Up
Guidelines.

1. Tell the Coache that you intend to see the plan / problem / opportunity through to
completion / resolution.

2. Verify the plan by highlighting key actions and timetables..

3. Set specific times to review progress.

4. Be supportive
STEP 8 – Don’t Give Up
Obstacles.
1. Manager frustration.

2. Coaches frustration.
STEP 8 – Don’t Give Up
Key Points

 During & after the conversation.

 Your commitment is helping

 Follow up and Follow through.

STEP 8 – Don’t Give Up
Perlu Diingat!
 Behavioral change is evolutionary, not revolutionary.

 The important changes and action plans don’t happen overnight.

 Change requires a lot of follow up.

 The coach must be prepared to keep the coaching effort longer than he ever
anticipated.
Let’s Summarize
“To be a good
Coach you
should be
Coachable”
Real – Life Situations
Sustainability is a key to success
“15 – minutes – Role Play?

COACH COACHEE OBSERVER

Use the
Try all “8 – steps –
Be Realistic ”case observation
Coaching Skills”
Sheet”
Intention Situation

SITUATION Group

Performance Problem

Development Opportunity

Career Discussion
Intention Situation: Performance Problem

COACH

i
G

O
W
”PERSONAL ACTION PLAN”
1. BUAT DAFTAR PERILAKU YANG INGIN DIPERTAHANKAN
a. ____________________________________________
b. ____________________________________________

2. BUAT DAFTAR PERILAKU YANG INGIN DITERAPKAN

b. ____________________________________________
c. ____________________________________________

3. BUAT SATU SITUASI YANG SEGERA DILAKUKAN UNTUK MENERAPKAN KETRAMPILAN

COACHING, dan
TENTUKAN KINERJA PENCAPAIANNYA

No Situasi Langkah Giat Tanggal Indikator

Keberhasilan
 “Coaching
isn’t just an
event,
It’s an ongoing
process of continues
improvement”
 Let’s build a
“Coaching Culture”
to impact
business results
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yodiDCoaching Consultant
Prana Dyandra Nirakara,pt
Mobile +628111591505
emal :Yodi.donatrin@gmail.com -
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