Dear Coaches

You all know that coaching is a vital process for such organization as AIESEC, where sustainability depends on adequate learning process and continuity of knowledge and experience. How to assure that your successor, your team members are doing their bests, have enough practice and knowledge in their area; that information is passed correctly from one generation to another? Here comes TM and all leaders of organization with such instrument as coaching system which is an integral part of educational process. Our task now is to assure that your ideas, experience and knowledge are transmitted properly to people who have less experience in the area. Know, that future of AIESEC in a certain extend depends on your coach work. To be coach is difficult and easy at the same time. In this guide you can find some key points to learn, some suggested instruments to use and advice. My dear friends, I am sure that together we can achieve great results, helping and developing each other. As a little guideline in running the coaching system in your MC, LC, in establishing relations and coaching meetings with your coachee I suggest you this Coaching Guide. Good luck! Yu, MC VP TM AIESEC in Moldova 08-09

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What is coaching?..........................................................................................................3 Coaching principles........................................................................................................3 Key characteristics of a coach .......................................................................................4 The good coach is.......................................................................................................4 Coaching meetings in timeline.......................................................................................6 Coaching models............................................................................................................7

What is coaching? Facilitating anothers performance to learn, their development and ability to change by listening, asking questions and drawing solutions What are the differences between Managing, Leading and Coaching? Managing is: Planning, organising, and coordinating long-range and day-to-day activities. Leading is: Creating a powerful and compelling vision that connects the people involved, and motivates them to make this vision a reality. Coaching is: Bringing out the best in each other so that we are continuously accomplishing our goals and growing together. Coaching as management style Key ingredients: One-to-one relationship between the coach and the person being coached; Mutual trust and respect; Commitment to spend time on the process; An expectation that everyone will want to perform to the best of their ability for the common good. Variables to factor in for a good coaching process: The ability and experience of the individual; The attitude of the individual, to being coached and to learning; The expectations; The preferred learning styles; The task's complexity. Coaching principles Both the coach and the coachee play a significant role in the dynamics of a coaching relationship. Coaching is both and art and a science, meaning that you need to have a specific goal and a systematic way of reaching it, but along the way you must deal with dynamics of your coaching relationship creatively. Both participants must be open to learning and understanding of long term and short term goals of their interactions What are some key coaching principles? 1. The coachee takes an active role in his or her learning and does not solely rely of on the coach to fix the problem. 2. The coach is not there to provide solutions, but rather to encourage their coachees own ideas and learning 3. Coaching addresses more than just the current issue it also addresses the past and future 4. The coachee sets the agenda and goals of the relationship

5. The coach and the coachee are equals 6. Coaching is about change, both parties must be comfortable with that. EXPLAIN WHY, more than TELL WHAT! LISTEN, more than TALK! WATCH, more than DO! ASK QUESTIONS, more than ANSWER! GUIDE, more than CONTROL! PROMPT, more than SOLVE! PRAISE, more than CRITISIZE! SUGGEST, more than SHOW! GIVE FEEDBACK: SPECIFIC; POSITIVE; CLEAR!

Key characteristics of a coach Active listening: a coach shows attention and lets the speaker finish and follows his/her thoughts to the end Open questions: a coach uses open questions (why?, what?, when?, how so?, where?, if?, etc.) Summarizing: a coach summarizes what the other person said, before responding Challenging: a coach challenges people to get to a higher level of performance culture Supporting: a coach applies understanding of peoples motivation and aspirations to create a win-win situation Clarifying: a coach ensures that people have gained a clear understanding of what is expected from them Time out: a coach calls for pause for revising when he/she feels the team or individual is confused Review: a coach keeps team members informed about the progress they have made towards their goal, providing clear and timely feedback

The good coach is

Open-minded; Patient; Creative & Innovative; Good listener; Clear; Involving others; Confident; Giving feedback; Open to learning; Practical; Focused on development.

Coaching meetings in timeline Being coach is a serious responsibility and needs also to be structured well. Its a long term relationship (comparatively) between coach and coachee. In order to run your coaching relationships with success please get acquainted with a suggested flow of coaching meetings, that will help you to do them more efficient and help your coachee more effectively. Start of term (e.g. EB transition) matching with coach First Meeting - goal setting and expectation setting. map out the number of meetings there will be discuss your working styles and how the coach and coachee will communicate between meetings set SMART goals for the term together and outline what the coachee will have accomplished by each meeting

Regular Meetings overall objective is to work towards the goal, so the agenda and content of each meeting will change depending on what challenges the coachee faces. What was to be accomplished by this meeting? Has everything been done? Why or why not? What are the key obstacles/ bottlenecks? What are some creative ways to solve them?

Evaluation of Coaching midpoint and final evaluations of the coaching process and if the coach and coachee are meeting the expectations set in the first meeting. For the midpoint evaluation - Are the goals set being met? Why or why not? What can be done from here to improve the relationship? For the final evaluation did this coaching structure have an impact on the goals? Why or why not? Would it be useful for the next EB member to have a coach? Wrap-up of learning key for both parties and suggestions for improvement for the next pairing.

Coaching models In this section I will present you several coaching models, which can be applied in dependence on your coachee situation and personality. Coaching relations cant be the same with different persons because of individual necessities, characters, situations; and dont try to find one approach for all of your coachees. So assessment will be the first step for all coaching models. Please find below Achieve coaching model which can help you to structure your coaching relations and meetings. Also in this section you can find some special coaching styles which are appropriate for special types of people, or special situations.

The seven-step Achieve Coaching Model

The seven-step Achieve Coaching Model is a model that can support you in creating a process for your coaching meetings. The model can be used on individuals as well as teams.

1. 2. 3. 4. 5. 6. 7.

Assess current situation Creative brainstorming of alternatives to current situation Hone goals Initiate options Evaluate options Valid action programme Encourage action

Step 1: Assess the current situation The first step is to assess the coachees situation to find out what the person is expected to achieve and what success and challenges that the person is facing for the moment. 1. General assessment In the first stage of assessment you can include all areas of the coachees life, it is hard to separate the different areas of a persons life - they are an interlinked system. It is important to obtain an overview of the coachees current circumstances before focusing on a chosen area. 2. Specific assessment In the next stage you will focus more on specific areas, for example their current role in AIESEC, where the person would like to perform well. Questions to ask What is expected from you? Where do you want to be successful? What challenges are you facing to reach there? What successes are you facing so far?

The most critical coaching skills at this stage are The use of open-ended questions and active listening

Step 2: Creative brainstorming of alternative options to a clients current situation The coach should ask open questions at this stage that allow the coachee to open up and/or view the problem/challenge from an entirely different perspective. This will stimulate the coachee to think in a very different way and invite a very open brainstorming. Questions to ask What would you do if you knew you had all resources you need to make this a success? What would you do if money would not be an issue? What would you do if you knew you could not fail? If you had one year to live, had all the resources you needed and experienced no pain, what would you do?

Step 3: Hone goals At some point during the first few coaching sessions the coach and the coachee begin to work on goals. Sometimes the coachee knows exactly what he/she want however others require more help in formulating the goal. Whatever the starting point is, all great coaches spend significant time to work with the coachee to hone the goal they wish to achieve from the coaching. A great coach makes sure that goals are formulated in the right way, for this you can use the principles of SMART goal setting: S specific M - measurable A attractive (whats in it for me?) R realistic T time-bound & tangible You can work with both long term and short term goals. Short term goals can be made at each coaching meeting while long term goals will be reviewed each time the coach and the coachee meet. Step 4: Initiate options for goal achievement Next step is to support the client to initiate a wide range of options for behaving to achieve the desired goal. Here it is important that you do not rush ahead and begin to make suggestions to the coachee, rather take it slowly and allow the coachee to generate his or her own options. One key skill here is to know when to be silent and provide space. If the coachee generates options he/she will be more committed to them and he/she will also become more constructive in the face of other challenges that may appear in the future. Questions to ask What would it take from you to reach this goal? What actions are needed from your side? What competencies or skills would you need to develop? What resources would you need? What is stopping you? What is your next step? What opportunities do you have that could take you there?

Step 5: Evaluate options For this to be successful requires the coach to be skilful in asking questions to help the client to weigh up the different options. There are different methods for this. You can: Use a matrix where the coachee evaluates the options in terms of short and longterm costs and benefits. Ask the coachee to write things down as a list and then come back to you several days later, with fresh eyes, and determining which option is most appropriate.

The less experienced coaches easily became impatient and rushes into the action plan design. Again a critical skill here is the development of patience to allow the coachee to come to his/her own decisions. Questions to ask - What benefits would each option bring? - What costs would each option bring? - Is it realistic?

Step 6: Valid Action Plan Design This is the action planning stage where coach and coachee work together in developing a concrete plan to bridge the gap between where the clients are at present and where they desire to be. The action plan will gain commitment from the coachee for action with concrete time lines and a clear statement of if and what support the coachee need. Step 7: Encourage action The final step in the process is ongoing. The coach encourages momentum and helps the coachee to keep on track. The coach continues to encourage action that leads to the desired outcomes, motivates the coachee when it gets tough, challenges when complacency sets in and demonstrates belief in the coachee. During each coaching meeting the coach should repeat the ACHIEVE process, but not as deep as before: Assess the current situation (find out current challenges the coachee is facing) Creative brainstorming of alternatives to current situation (Encourage creativity in ways to face the challenges) Hone Goals (Review Long term goals and put up new short term goals) Initiate Options (Look for options to reach the goals) Evaluate options (Evaluate which ones are most suitable) Valid action programme (Review the current action program and add new actions and deadlines) Encourage action

Advanced coaching
Use when: Your coachee is highly creative Your coachee has leadership role Coachee operates at high level

Key words: Strategies Concepts Opportunities

Speak conceptually: advanced coaching is for members who can think conceptually, meaning they can deal in the abstract without needing immediately practical support or data. Articulate opportunities: opportunities unfold as member & coach discuss ideas and events conceptually, again without having to achieve. Co-develop strategies: a good strategy helps the coachee to position him and the idea / opportunity into the flow of life/business/market so that results occur naturally.

Integrity coaching
Use when: Goals are not being met Coachee is seeming stymied Bad luck / misfortune

Key words: Wants Needs Integrity

Wants: if member cant get what they want, its probably because his key needs are not being met. Unmet needs = many wants. Needs: if needs cant seem to be satisfied, its probably because integrity is weak in a key area. Integrity: once integrity is solid, one wants less, naturally, and needs are more easily satisfied.

Innovation coaching
Use when: Coachee is afraid, fearful Coachee isnt creative enough Big problem or big opportunity

Key words: Reduce risk Actively experiment Become an innovator

Reduce risk: by reducing cost of potential consequences or agreeing to pay the price, a person can afford to experiment. Actively experiment: do things differently, do them first, do them before the direct benefit is clear. Experiment for the pleasure of it. Become an innovator: now, focus on a specific opportunity or problem, using the experimenting skills you learned.

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Attraction coaching
Use when: Coachee is chasing goals Coachee isnt achieving Coachee isnt happy, rewarded

Key words: Release Add value Over respond

Release goals: before attraction can work, coachee needs space/room. Letting go of most goals is instant way to create the needed space. Add value for the joy of it: add value not for money or other reasons but because it makes one feel terrific about oneself. Find new ways to add value, or new types of value. Over respond to events: once coachee is adding value for clean reasons, new stuff can happen. Respond and over respond to these new opportunities, ideas, people, problems.

3-D coaching
Use when: Coachee is open minded He values natural goals He appreciates strategy

Key words: Who What How

Expanding who the coachee is focus on values, traits, strengths, skill sets, interests, hidden talents. Clarifies what they want to accomplish, which work exclusively on what the coachee really wants, not what they should / could want. Simplifies the strategies to be developed: when 1 and 2 are clear the strategies unfold naturally.

Grace Coaching
Use when: You want to receive high levels Your coachee values grace You would enjoy this approach

Key words: Faith Generosity Joy

Have faith in coachee / life: coachee doesnt know and feel how much faith you have in him and this affects the quality of coaching and its outcomes. Be generous with coachee: be generous with time, love, energy, information, support, because you can afford it. (That you can afford to be this generous is a sign of your own grace). Enjoy coachee immensely: grace isnt just a quite or passive experience; it is also a highly interactive one. Dont enjoy your coachee? Work through that which limits this.

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Paradox coaching
Use when: Coachee is pressed to decide Coachee is stuck in a box You enjoy intellectual challenges

Key words: Acceptance Assimilation Enjoy

Accept apparent conflicts: a paradox is an apparent conflict; something that doesnt see possible together. Paradoxes cause conflict because we are mimetically biased. Assimilate these conflicts: rather than deciding between A and B, let both live concurrently and watch how this conflict expands your thinking. Better both and just one. Enjoy the tension: paradoxes cause intellectual, spiritual and emotional tension. Tension can be fun; it neednt be stressful.

Shift Coaching
Use when: Coachee is growing quickly Has used up old way Is discovering self

Key words: Inquire Shift Become

Ask the right question: powerful inquiry starts with a question that gets you thinking about who you are, who you arent, and whats next. Answer honestly: the shift occurs when youre that honest, even if you cannot see a way to change yourself, your life or situation. Let yourself become: once the shift has occurred, let go of what no longer fits, and nourish the newly opened aspects of yourself and your life.

Laser Coaching
Use when: Coachee needs a big shift Coachee is going in circles Coachee isnt being straight

Key words: Hear Share Press

Listen quietly: listen to all thats being said and how its being said. Listen for whats not being said, or has a funny ring to it. Listen critically, not judgmentally. Share what you heard: point out what rings true and doesnt ring true, and what makes sense and doesnt make sense. Point out any dissonance and pretense. Press the truth: repeatedly ask why? or other questions to understand better whats really going on. Press for complete honesty until you are satisfied.

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Performance coaching
Use when: Results are essential Client open to playing big Coach is fearless

Key words: Compelling goal Support structures Progress

Compelling goal: a compelling goal is both personally exciting and provides its own sustainable source of motivation. Linking goal to values adds power. Support structures: these include weekly coaching, daily reporting, visual display, daily routines, family/colleague encouragement, life orientation around the compelling goal. Progress: people need to feeling like they are making progress, winning. Set up the game so that the coachee has a chance to win each week.

Key words:

Quality of life coaching

Use when: Coachee is dissatisfied Coachee is bored or boring Coachee is unfulfilled

Satisfaction Pleasure Fulfillment

Get totally satisfied: satisfaction comes from getting your needs met. Enjoy lots of pleasure: pleasure comes from getting and doing what you most want to do. Be fulfilled forever: fulfillment comes from expressing your values.

Good luck!
Dear Coaches and Coachees!

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