Handout MSPP 2020 Semester Genap

HANDOUT
MOTIVATOR SDM DAN

PENDAMPING
PROFESIONAL
Oleh
JOHNY RUSDIYANTO
JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 1
2019 PENDAMPING PROFESIONAL
SKENARIO PERKULIAHAN
1. PERAN MOTIVATOR DAN PENDAMPING (COACH)
2. MENJADI MOTIVATOR SDM
3. PROFIL MOTIVATOR SDM DAN MITOS
4. MENYIKAPI ‘KLIEN’ YANG BERAGAM
5. BERBAGAI HAMBATAN MENJADI MOTIVATOR
6. LATIHAN
7. LATIHAN
8. KONSEP DASAR PENDAMPINGAN (COACHING)
9. PERAN PENDAMPINGAN DITEMPAT KERJA
10. THE GROW MODEL
11. COACHING EFFECTIVENESS
12. EXECUTIVE COACHING
13. LATIHAN
14. LATIHAN
HANDOUT-1
PERAN MOTIVATOR
DAN PENDAMPING

PERAN MOTIVATOR
• SEBAGAI INSPIRATOR
• SEBAGAI PENYEMANGAT
• SEBAGAI PENGARAH
PERAN COACH
• SEBAGAI PEMBIMBING/PENDAMPING
• SEBAGAI PROBLEM SOLVER
• SEBAGAI PEMICU DAN PEMACU
KAPAN MENJADI MOTIVATOR !!!
1. Jika Anda berbicara didepan istri/suami atau anak-anak
2. Jika Anda berbicara di rapat RT atau RW atau kantor
3. Jika Anda berbicara di Majelis Taklim atau perkumpulan doa
4. Jika Anda menjadi MC di pernikahan Saudara / teman
5. Jika Anda membriefing bawahan Anda
6. Jika Anda mempresentasikan produk kepada prospek
7. Jika Anda melaporkan hasil kerja dihadapan forum
8. Jika Anda mewakili pimpinan pada suatu pertemuan
9. Jika Anda sebagai guru atau dosen saat mengajar
10. Jika Anda menjadi JURKAM dari suatu partai tertentu
11. Jika Anda melakukan demonstrasi
12. Jika Anda penyuluh lapangan dari dinas tertentu
13. JIka Anda menjadi presenter atau host pada sebuah acara tertentu
14. JIka Anda menjadi pembaca berita disebuah stasiun TV
15. Jika Anda menjadi penyiar radio
PERAN MOTIVATOR !!!
1. PEMBELAJAR
2. PENYAMPAI NILAI
3. PEMBERI INFORMASI DAN PARTISIPAN
4. DEKLARATOR YANG BAIK
5. PENERIMA UMPAN BALIK YANG SIAP
6. PEMBICARA YANG OBYEKTIF, PAKAR DAN
BERPENGALAMAN
7. PEMBICARA SEBAGAI NARA SUMBER
8. PENENGAH ATAU PENYEIMBANG
9. PEMBERI PENGARUH
HANDOUT-2
MENJADI MOTIVATOR SDM

COBA JAWAB PERTANYAAN
INI?
• APA INDIKATOR
SEORANG
MOTIVATOR HEBAT?
MOTIVATOR HEBAT adalah
………………………………………………
………………………………………………
………………………………………………
ALWAYS REMEMBER !!!
THERE IS NO BORING SUBJECT

OR TOPIC, JUST ONLY BORING
AND UNATTRACTIVE SPEAKERS
or MOTIVATOR !!!
SYARAT SOSOK MOTIVATOR
HEBAT
COURAGE:
1.CONFIDENCE -- MANAKAH
Mindset DARI KE
2.OPTIMISTIC – Hope TUJUH HAL
DISAMPING
3.UNDERSTAND - Expert INI YANG
4.REALISTIC -- Belief KUAT
5.ABLE -- Practice ANDA
MILIKI?
6.GENUINE -- Smart
7.ENGAGING -- Care
PERTANYAAN:
1. Dapatkah setiap
orang menjadi
MOTIVATOR ?
2. Sulitkah menjadi
MOTIVATOR
SUKSES?
3. Persiapan apa saja
yang diperlukan untuk
menjadi MOTIVATOR
HEBAT?
4. MINDSET apa saja
yang diperlukan untuk
menjadi MOTIVATOR
HEBAT?
1. DAPAT dan saat ini
menjadi PROFESI
TERNAMA DI
INDONESIA
2. Tergantung MINDSET
individu masing-masing
3. Cukup 3 persiapan,
yaitu: NIAT,
KESUNGGUHAN dan
SELALU BELAJAR
4. Beberapa MINDSET
diperlukan untuk
menjadi MOTIVATOR
HEBAT antara lain:
BEBERAPA MINDSET UNTUK
MENJADI ……MOTIVATOR HEBAT !!!!
1. REMEMBER. The force Will

Be With You Always….
2. ALWAYS pass on What You
Have Learned
3. NOT AFRAID OF MISTAKE.
Be More CREATIVE
BEBERAPA MINDSET UNTUK
MENJADI …… MOTIVATOR
HEBAT !!!!
4. JADILAH orang yang kehadiran-

mu Sangat diharapkan Orang Lain
5. Jangan Pernah Sukses DI ATAS
PENDERITAAN Orang lain.
SELALULAH INGAT !!!!
Kekuatan diri Andalah
kunci utama kesuksesan
Anda.
Anda SUKSES karena ANDA, jika

Anda GAGAL itu juga karena ANDA!
HANDOUT-3
PROFIL MOTIVATOR SDM

DAN MITOS

PROFIL MOTIVATOR
1. ANTUSIASME TINGGI
2. SERIUS DALAM PERSIAPAN
3. DISIPLIN
4. PEDULI DAN MENDUKUNG
5. KONSISTEN
6. BERETIKA DAN SANTUN
7. KREATIF DAN INOVATIF

Motivator’S MYTHS
1. Success because of it’s talent
2. It is so difficult to become a
Motivator
3. Motivator is a teacher
4. It’s not necessary for super-visor
or manager. Just for worker
5. Do the repetitive action and will
get boring

MOTIVATOR’S PROFESION
1. EMPOWERMENT AGENT
2. UNIQUE EXPERTISE
3. ENTREPRENEUR
4. MANAGER
5. CREATOR
6. AGENT OF CHANGE
7. Others?????

MOTIVATOR’S TRAITS
1. WISE PERSON
2. SMART AND HARD
WORKER
3. ENTERTAINER
4. AN ATTRACTIVE PERSON
5. Others????
MOTIVATOR’S COMPETENCIES
 Trustworthy and open
 High Integrity
 Active listener
 Catalyst for learning
 Commitment builder
 Enthusiasm to share
HANDOUT-4
SKENARIO MEMOTIVASI
KLIEN /audience YANG
EFEKTIF

PERSUASION PRINCIPLE
When dealing with people, remember
you are not dealing with creatures of logic,
but with creatures of EMOTION creatures
brisling with PREJUDICE and motivated
BY PRIDE
(Dale Carnegie)

ELEMEN BERBICARA DAN MENDENGAR
1. KATA-KATA memiliki efektivitas 7%,
TEKANAN SUARA memiliki 43% dan
SINYAL NOIN VERBAL sebesar 50%
2. Sinyal non-verbal termasuk BAHASA TUBUH
(gerak tangan, cara berdiri, sikap tegang / rileks,
ekspresi muka), emosi (berteriak, antusias diri,
provokatif), faktor penghubung antar manusia
(kesamaan profesi, teman, musuh, perbedaan usia)
3. Apa yang anda katakan tidak sepenting dengan
bagaimana anda MENGATAKANNYA

FILOSOFI BERBICARA
1. TIDAK ADA TOPIK YANG MEMBOSANKAN.
YANG ADA ADALAH MOTIVATOR YANG
MEMBOSANKAN
2. UNTUK BISA SUKSES, POIN BICARA ANDA
HARUS BISA DIPAHAMI AUDIENCE
3. BERBICARA SEBAGAI ENTERTAINER
4. SENI BERBICARA ADALAH MENYEMBUNYI-
KAN SENINYA
5. KATAKAN DENGAN SEDIKIT KATA
6. BERBICARA DENGAN RILEKS
7. BELAJARLAH BERBICARA DENGAN BER-
BICARA
7 ATURAN MEMOTIVASI
1. SOPAN
2. WASPADAI DAMPAKNYA
3. PILIH YANG POSITIP SAJA
4. TIDAK BERASUMSI TELAH DI-
MENGERTI
5. TAHU KAPAN HARUS DIAM
6. BERUSAHA TAK MENGINTERUPSI
7. TIDAK MENGGOSIP
ETIKA BERBICARA KETIKA
MEMOTIVASI
1. SUARA DAPAT DIDENGAR
2. UNGKAPKAN BERDASAR FAKTA
3. JANGAN BERBICARA MENYAKITI ORANG LAIN
4. HINDARI PERDEBATAN DAN SALING BERBANTAH
5. TENANG DALAM BERBICARA
6. HINDARI PERKATAAN JOROK / MENGGUNJING
7. JANGAN MEMONOPOLI DALAM BICARA
8. HINDARI MENGOLOK-OLOK DAN MEMANDANG
RENDAH
9. BERI KESEMPATAN ORANG LAIN BICARA

MENDENGAR LEBIH BAIK
1. Tuhan memberi kita dua telinga dan satu mulut supaya
kita dua kali lebih banyakj mendengar daripada
berbicara
2. Motivator yang baik adalah pendengar yang baik
3. Mendengar adalah mencoba benar-benar untuk
memahami apa yang dikatakan orang lain
4. Most people do not listen with the intent to under-stand,
they listen with the intent to reply
5. Mendengar adalah upaya untuk menghubungkan titik-
titik yang kadangkala menyatakan pesan-pesan yang
tersembunyi
HANDOUT-4
MENYIKAPI
KLIEN/AUDIENCE YANG
BERAGAM

MENULIS BAHAN MOTIVASI
1. LATIH TERUS KEMAMPUAN MEMOTIVASI
2. KUASAI TOPIK YANG AKAN DISAMPAI-
KAN ATAU MASALAH KLIEN
3. SAMPAIKAN DENGAN KACAMATA
AUDIENCE
4. INFORMASIKAN NILAI SEBAGAI INTI
BICARA
5. BUAT REVIEW
6. BERI TANDA KHUSUS BILA PERLU SE-
BAGAI PENGINGAT
7. BERLATIHLAH
STRATEGI MEMOTIVASI
1. METODE “JIKA”
2. METODE BERTANYA
3. METODE SEMANTIK ATAU BAHASA
4. METODE “MENGAPA TIDAK?”
5. METODE PENGUJIAN “YA” ATAU PER-
SETUJUAN
6. METODE “RENCANA SATU MENIT”
7. METODE “ISTIRAHAT SATU MENIT”
8. METODE MENGHADAPI “BLAME GAME”
9. METODE “UJI EKSPEKTASI”
10. METODE “POMPA”

HANDOUT-5
BERBAGAI HAMBATAN
MENJADI MOTIVATOR SDM

KENDALA DALAM PROSES
MEMOTIVASI
1. PREOCCUPATION, adalah situasi dimana seseorang sedang
“sibuk” dengan sebuah urusan lain yang tidak secara langsung berhubungan dengan
topik pembicaraan
2. PRECONCEIVED IDEAS, adalah istilah untuk orang yang
berpikiran “sempit atau cetek”, seringkali merupakan mindset orang yang sudah men-
dominasi sehingga begitu sulit untuk menerima hal-hal yang baru
3. TALKING TO MUCH, seseorang yang talkalhoplic merasa bahwa
mereka harus bicara, wajib bicara dan hanya untuk mendengar dirinya sendiri berbicara
4. THINKING OF RESPONSES, sering disebut sebagai
“Bigger Fish Syndrome”, yaitu kesulitan menjaga kesinambungan pernyataan.
5. A LACK OF INTEREST, adalah kurangnya minat untuk
mendengar-kan dan seringkali disebabkan oleh karena hanya menjalankan perintah
atau memang sama sekali tidak tertarik pada topik yang disampaikan atau memang
ada kepentingan lain sehingga anda merasa tidak merasa perlu untuk mendengarkan

SOLUSI KENDALA MEMOTIVASI -
1
PREOCCUPATION:
• LUPAKAN YANG LAIN DAN KONSENTRASI ATAU

FOKUS UNTUK MENDENGAR
• BANGUN RUTINITAS UNTUK MENDENGAR
ORANG LAIN
• DON’T SWEAT THE SMALL STUFF
• BUAT CATATAN
• AMBIL NAFAS PANJANG

2
PRECONCEIVED IDEAS:
• SEJAK AWAL BERSEDIA UNTUK MERUBAH

MINDSET
• SEDIAKAN WAKTU DAN BERTANYALAH
• HARGAI KOMENTAR ATAU PENDAPAT ORANG
LAIN
• INGATLAH SELALU BAHWA “MINDSET” BISA
BERUBAH SETIAP SAAT
• BELAJAR UNTUK SENSITIF DAN EMPATIK
3
TALKING TO MUCH:
• PIKIRKAN DAHULU SEBELUM BERBICARA
• EVALUASI APA YANG TELAH ANDA KATAKAN
DENGAN MEMPERHATIKAN REAKSI ORANG LAIN
• MENCOBA MEMBERI KESEMPATAN ORANG LAIN
BERBICARA LEBIH DAHULU
• KENDALIKAN MULUT ANDA
• INGAT! MAKIN SERING BICARA MAKIN SERING
SALAH “OMONG”

SOLUSI KENDALA MEMOTIVASI-
4
THINKING OF RESPONSES:
• PIKIRKAN DAN ATUR SECARA BAIK APA YANG

AKAN ANDA KATAKAN DAN KATAKAN APA YANG
SUDAH ANDA PIKIRKAN
• ESTIMASI APA TINGKAT KEPENTINGAN
PERNYATAAN YANG ANDA HARUS SAMPAIKAN
DAN ESTIMASI PULA TINGKAT PENERIMAAN DARI
AUDIENCE

5
LACK OF INTEREST:
• PILIH TOPIK YANG MENARIK BAGI DIRI ANDA.

JANGAN PAKSAKAN DIRI UNTUK MENDENGAR-KAN
TOPIK YANG BAGI ANDA KURANG MENARIK
• CARILAH KESAMAAN DAN PERSAMAAN
• BERTANYALAH DALAM RANGKA BELAJAR
• BELAJAR UNTUK MENGHARGAI ORANG LAIN
BERBICARA

HANDOUT-6
KONSEP DASAR
PENDAMPINGAN (COACHING)

THE NEXT DIMENSION OF
STRATEGIC HR
• Talent Management as a distinctive
competitive
• Talent Mindset
• The role of COACHING as a appro-
priate strategic actions to embody
and accelerate talent management
competencies

HOW’S COACHING RUN???
• A Collaborative Action
• Process of Facilitating Other’s
• Ability to self-direct learning and
growth
• Changes in Self-Understanding, Self
Concept and Behavior
• Enhancing well-being and performan-
ce in personal life and work domains
• Coaching is about Challenging and
Supporting People
COACH PROFESIONS
Coaching is being employed within a
wide spectrum of life situations includ-
ing:
•· personal life coaching
•· in all kinds of businesses
•· in educational settings
•· in public sector organisations
•· with offenders
•· in health & fitness & professional
sports
WHAT IS COACHING??
• COACHING
is a method for focusing people on the po
sitive and empowering people
to create their own futures
• A DISCUSSION to help individuals to
learn, find answers, improve and get
what they want
• KEY OF COACHING is to HELP THEM
to do and not do it for them

What coaching IS NOT…
• THERAPY – Deals with dysfunc-
tion, focus on past-related feel-
ings, and objective is progress
• COUNSELLING – Resolves past
issues in order to operate more
effectively in the present.Coaching
assess present to operate more
effectively in the future
What coaching is NOT …
• TRAINING – agenda is fixed by
trainer and change come from
outside the training
• MENTORING – gives advice and
opinion, and invent a future based
on mentor’s expertise
• CONSULTING engaged to solve a
specific problem. Coaching is
focused on performance enhance-
ment
COACH TASKS
• The task of Coach is TO PUSH
SPIRIT of someone to the best
• To REFRAME HIS / HER MINDSET
to have new positive mindset
• To enable someone to IMPROVE
CHANGE and DEVELOP
• Coaching focus on FUTURE
POSSIBILITIES not past mistakes

TYPES OF COACHING
• DIRECTIVE COACHING:
the coach telling or instructing the clie
nt what to do and relies on the coach’
s knowledge of the subject under con
sideration.
• NON-DIRECTIVE COACHING:
client discovering their own solutions
by answering the coach’s questions a
nd reflecting on their own thoughts.
COACHING COMPETENCIES
• Excellent listening
• Questioning
• Communication Skills
• Inspire Confidence
• Motivate Others
• Encourage Others
• Remain Objective and Non-
judgmental

HANDOUT-7
PERAN PENDAMPINGAN
DITEMPAT KERJA

COACH ROLE’S
• Facilitator
• Key Contributor
• Mindset Reframing Motivator
• Agent of Change
• A Consultant
• Mentor

THE CONTENTS ARE ….
• The Coaching of business executives
and senior managers,
• Coaching to maximize the realization
of potential of all employees,
• Coaching to create a conducive and
comfortable work culture
• Coaching to help manager easier to
solve organization problems

CONTEXT FOR COACHING
• Develop one’s competencies
• Progressing projects
• Solving problems
• Employee Empowerment
• Overcoming Conflicts
• Motivating employee
• Team building and Togetherness

WHY USE COACHING?
FOR ORGANIZATION:
• Enhances worker productivity and perfo
rmance
increases retention of employees
• Ensures good labor pool because of su
perior reputation
• Boosts motivation and commitment to c
orporate values and vision
• Enables employees to respond quickly a
nd more favorably to change

WHY USE COACHING?
FOR EMPLOYEES:
• Helps employees grow
• Keeps their competencies current
• Increases involvement in decision
making and managing
• Gives employees greater visibility
and exposure to information

WHY USE COACHING?
FOR MANAGERS:
• Supports shared leadership responsibili
ties
• Gives satisfaction of watching employee
s grow
• Enhances reputation for developing peo
ple
• Provides more opportunities for delegati
on
• Frees time to pursue visioning, team bui
lding and recognizing employees

Focusing on the Person, Not the Subject
• COACHING is the key to unlocking the poten-tial
of your PEOPLE, your organization, and yourself. It
is based on the concept that individuals learn
most from the everyday application of skills and by
trying things out in practice.
• "Not only is there no established body of
knowledge called coaching, but the coach often
has less expertise that the one being coached. The
coach does not need to impart knowledge, advice, or
even wisdom. What he or she must do is speak
and act, in such a way that others learn and
perform at their best."

Focusing on the Person, Not the Subject
• THE COACHING is all about helping others to
identify and define their specific GOAL and then
organize themselves to attain these goals.
Coaching deals with building an individual's
personal skills, from setting the goals, to
COMMUNICATION to management style to
DECISION MAKING and PROBLEM SOLVING.
• COACHES DRAW upon a client's inner
knowledge, resources and CREATIVITY to help
him or her be more effective. It is about bringing
the same structure and creativity to your inter-
action with colleagues as you bring to solving
business problems.
THE COACHING STUDY
RESULTS
• In a study by Olivero, Bane and

Kopelman, one-on-one executive
coaching increased productivity by
88% compared to the effects of
conventional managerial training
alone (22,4%)

COACHING HELP YOU TO
• Identify and maximize your business idea
and opportunities
• Get clarity
• Understand you and your desires
• Set Practical Goals
• Be Challenged and Creative
• Stay focused and Keep On Track

WHAT THE COACH DOES?
• acts as an external expert observer making
sure that the player's aim is true and their
actions are congruent
• helps players identify and define their specific
GOALS, and then organize themselves to
attain these goals
• provides help in motivating and keeping the
players motivated to reach their goals
BASIC COMPONENTS OF
COACHING
• dealing essentially with the development of
competencies through practice
• analyzing the components of particular com-
petency, techniques and the environment in order
to assist the learners
• setting increasingly challenging exercises
• seeking to identify problems or weaknesses to be
remedied
• spotting potential, building on strengths and taking
advantage of talent and opportunity.

HANDOUT-8
THE GROW MODEL

4 STEPS IN COACHING
1. GOALS
2. REALITY GROW
MODEL
3. OPTIONS
4. WORK ON IT
IT MUST BE STRUCTURED AND PLANNED
1. GOALS
1. Define goals to be
achieved
2. Clarify vision, values and
goals of player
3. Ensure player knows
what is expected of them

2. REALITY
1. Understand the situation

2. Listen actively and don’t
doubt on disagree,
encourage player to talk
3. Diagnose problems thru
observing and asking
questions

3. OPTIONS
1. Draw out ideas &

solutions from player –
don’t tell
2. Help player to look from
fresh angle
3. Build on player’s past
achievements

4. WORK ON IT
1. Agree on action plan with

standard of measurement,
when, what, who to do and
how realize
2. Guide player to selection
3. Get commitment in writing

DO THESE …!!!
1. BUILD RAPPORT at beginning

2. Be OPEN, HONEST, PERSISTENT
and PATIENT
3. CONSISTENTLY and coaching
sessions by GETTING COMMIT-
MENT to action

DON’T DO THESE …!!!
1. Close any options until clients is
ready to choose
2. Stop looking for opportunities to pin
down achievable options
3. Stop noticing non-verbal responses
4. Always find out and verify what you
know
5. Criticize without giving alternatives
6. Do it for clients
A.D.A.P.T
• A – Assess current performance

• D – Develop a plan
• A – Act on the plan
• P – Progress and Check
• T – Tell and Ask
COACHING ACCOMPLISHMENT
• NOT BEING NICE – discuss the
un-discuss (ask permission first)
• Let player see things that he
cannot or not see him/herself
• Create SUSTAINABLE CHANGES
• CHANGE a person’s identity
• RAISE Standard
• Work ON THE BEING
HANDOUT-9
COACHING EFFECTIVENESS

ACTUALLY ….
• A subordinate’s performance DOES NOT
AUTOMATICALLY develop in positive
ways because coaching takes place.
• Effective coaching HELPS a subordinate to
INTEGRATE with the organization and to
develop a SENSE OF INVOLVEMENT and
SATISFACTION
• Coaching ENHANCE COMPETENCE they
must already have the right character.

REQUIRES:
• A general climate of openness and

mutuality. Some degree of trust and
openness is essential. If there are full
of tension and mistrust, coaching won’t
be effective

REQUIRES:
• A helpful and empathic attitude on the
part of the manager. The manager as
coach must approach the task as an
opportu-nity to help, must feel empathy
for the subordinate being coached, and
must be able to convey both helpful-
ness and empathy to the subordinate.

REQUIRES:
• The establishment of an effective

dialogue. Coaching is collaborative
rather than prescriptive. It is based on
the subordinate’s achievement of
performance goals set in concert with
his or her manager.

REQUIRES:
• A focus on work-related goals. Work-
related goals should be the exclusive
concern of a coaching effort; attention should
be given only to behaviors and problems
that directly relate to the sub-ordinate’s
achievement of those goals. During the
course of the discussion, issu-es that are
not work related may arise; but when this
happens the manager should refocus the
dialogue on improve-ment in the
organizational setting.
REQUIRES:
• Avoidance of discussion about salary,
raises, and other rewards. The purpose
of coaching is to help a subordinate
plan improvements in performance,
and discussing the linkage between
performance and rewards may
interfere with this purpose.

FEEDBACK
• GIVING FEEDBACK is important in

terms of increasing the subordinate’s
self-awareness, particularly with
regard to strengths and weaknesses.
• IF PROPERLY GIVEN, feedback
results in greater rapport between the
supervisor and the subordinate.

FEEDBACK EFFECTIVENESS
• Is descriptive rather than evaluative;
• Is focused on the subordinate’s
behavior rather than the subordinate as
a person;
• Concerns behavior that is modifiable;
• Is specific and based on data rather
than general and based on impressions;
• Provides data from the manager’s own
experience;

FEEDBACK EFFECTIVENESS
• Reinforces positive new behavior
and what the subordinate has done
well;
• Suggests rather than prescribes
avenues for improvement;
• Is continual rather than sporadic;
• Is based on need and is elicited by
the subordinate;
• Is intended to help
WHY PEOPLE DON’T PERFORM
WELL?
1. Lack of Knowledge
2. Lack of Ability
3. Lack of Effort
– Coach for the first two
– Counsel for the last one.

SEPARATE THE PERSON FROM
PROBLEM
• People are neither good nor bad –
they just are.
• Behaviors are appropriate or inap-
propriate depending on the
situation!
• Performance is below average,
average or above average.

IF COACHING FAIL?
Four Steps to Solving the
Problem
1. Verbal Warning
2. Written Warning
3. Suspension with Pay
4. Termination

HANDOUT-10
EXECUTIVE COACHING

AN OVERVIEW
• ORGANIZATIONS in the midst of today's
changes need coaching at the executive and
the manager level to effectively communi-
cate and facilitate where the organization is
and where it is headed.
• COACHING is also needed today more than
ever as a critical tool for successfully engin-
eering organizational change
• COACHING can facilitate productive change
in persons, teams, and systems by enabling
leaders, managers, and employees to un-
cover potential that might otherwise go un-
tapped.
EXECUTIVE COACHING
• is not a fashionable alternative vehicle of
managerial control. Leaders do not have time
or capacity to control anymore. They have to
empower, to delegate to create a culture of
responsibility and self-generated actions.
Coaching and leadership, in many ways are
synonymous. Both work through
relationships, through dialogue and work
towards possibilities and growth.

WHAT IS EXECUTIVE
COACHING?
• Coach and employee identify
goals and leadership opportu-
nities.
• Now more than ever, leaders
have to step up.
• Investment in leadership deve-
lopment equal’s profitability
executive coaching helps to:
• Expand leadership , knowing that the ability
that have allowed you to get to where you
are may not be enough to sustain you as
you move forward in your career
• lead from a breakthrough mentality vs.
maintaining the status quo mentality
• find new and productive ways to manage the
interpersonal aspects of leading others
• find powerful ways to influence others,
whether up, down, or across

EXECUTIVE COACHING HELPS
TO:
• CREATE LEADERS around you
• create a vital SENSE OF PURPOSE and
ACT in accordance with your values
• find ways out of THE DISTRACTION AND
URGENCIES of daily work, and ways into
working, living, being and “leading on
purpose”
• MANAGE TRANSITIONS , new responsibi-
lities, and celebrate successes
• OFFER YOUR MOST authentic, talented
self to your peers, subordinates, and
organization
THE EXECUTIVE COACHING
PROCESS
1. Coaching can be prompted by the indivi-
dual or by the organization.
2. Coaching can be utilized for high-poten-
tial development, growth or personal
effectiveness.
3. Preliminary process allows coach to work
with individual’s manager to outline goals.
4. Coach and coachee go over strengths,
developmental areas and goals. Develop-
mental areas and goals.
COACHING HELPS
LEADERS….
• …balance the simultaneous situati-
ons that they are confronted with
every day.
• …understand the needs of their
people.
• …take time out for introspection in
order to avoid impulsive decision
making.
• …put their own strengths and limit-
ations into perspective.
REMEMBER !!!
1. Investing in yourself is one of the best
things you can do for your organiza-
tion.
2. Coaches will challenge you, while being
supportive.
3. Benefits of coaching are directly related
to your willingness to improve.
4. Change is not immediate.
ACHIEVING GOALS THROUGH
COACHING
1. Work from your strengths.

2. Recognize your potential.
3. Dedicate yourself to making
a change.
4. Work on your goals.


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MOTIVATOR SDM DAN

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 3

MENJADI MOTIVATOR SDM

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 7

THERE IS NO BORING SUBJECT

1. REMEMBER. The force Will

4. JADILAH orang yang kehadiran-

Anda SUKSES karena ANDA, jika

PROFIL MOTIVATOR SDM

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 17

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 18

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JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 20

 Trustworthy and open

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JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 33

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 34

• LUPAKAN YANG LAIN DAN KONSENTRASI ATAU

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 35

• SEJAK AWAL BERSEDIA UNTUK MERUBAH

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 37

• PIKIRKAN DAN ATUR SECARA BAIK APA YANG

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 38

• PILIH TOPIK YANG MENARIK BAGI DIRI ANDA.

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 39

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 40

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 41

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• In a study by Olivero, Bane and

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 59

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 60

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 62

THE GROW MODEL

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 63

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 65

1. Understand the situation

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 66

1. Draw out ideas &

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 67

1. Agree on action plan with

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 68

1. BUILD RAPPORT at beginning

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 69

• A – Assess current performance

JOHNY RUSDIYANTO, MOTIVATOR SDM DAN 73

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