The document provides an overview of functional coaching. It discusses coaching basics, theory, and tips. Coaching is defined as helping coachees achieve goals and develop skills through frequent communication and support. A six step coaching process is outlined: 1) define goals, 2) analyze the coachee's situation, 3) explore possible solutions, 4) act by creating an action plan, 5) provide learning opportunities, and 6) return to evaluate progress. Effective coaching requires regular tracking and focuses on empowering coachees through recognition, motivation, and delegating responsibilities.

1. Functional Coaching

2. Introductions

3. Agenda Coaching Basics Coaching Theory Exercise Tips Wrap-up

4. What can you expect? Organic discussions Basics about coaching Coaching Step-by-Step Tips and hints Sharing experiences and concerns

5. What you can NOT expect Leave this workshop as a great coach All the answers to your challenges - Coaching demands practice. Expect to gain the tools and develop the mindset to become a great coach and find your own answers.

6. What’s coaching – In AIESEC Coaching refers to the activity of a coach in developing the abilities of coachees or clients . Coaching tends to focus on the achievement by coachees of a goal or specific skill. What should happen to members in AIESEC?

7. What’s coaching – In the ‘real’ world Coaching refers to the activity of a coach in developing the abilities of coachees or clients . Coaching tends to focus on the achievement by coachees of a goal or specific skill. Why do you think partners value AIESEC? What kind of conclusion can make?

8. What’s coaching Coaching vs. Mentoring vs. Training Coaching  Achievement of Goals Mentoring  Solution for Personal Goals Training  Transferring functional knowledge - How Many members do you have in your LC? - Are your LC achieving the expected results? - Are you coaching enough/properly?

9. Coaching and the @XP

10. Coaching and the competencies

11. What is the Job Description of a Coach? Frequent communication with the functional VPs – from 3 to 6 weeks; Support on the implementation of functional strategies; Support on changing behaviors; Track areas plan (implementation of processes and results achieved); Generate actions/next steps, track and support on the implementation;

12. How does coaching work? INPUTS COACHING OUTPUTS TRACKING

13. Input Performance Assessment / Results Individual knowledge SONA / LC Cluster Job Description Feedback Outputs from other coaching sessions

14. How does it work? INPUT COACHING OUTPUT TRACKING

15. How does it work? - simplifying Input = current scenario Output = Ideal State Process = Coaching = Bridging the gap

16. Coaching 1) Define: Goals for the coaching session 2) Analyze: What is the Coachee situation about the subject of coaching 3) Explore: Define How to reach the defined goals 4) Act: Set the dead-lines -- 5) Learning: Execution 6) Return: Evaluation of what was defined and what was reached

17. Step 1 - Define What’s the reason for the coaching meeting I’m having with ‘Maria’? She’s supposed to be raising TNs, but she’s not  So my goal is: Get Maria to Raise TNs

18. Exercise – Step 1 Think of someone or an entity (i.e. LC) that is under performing In a piece of paper / word doc write down: What is/are your goal(s) for that person/LC (i.e. Get Maria to raise TNs) and why that’s your goal.

19. Step 1 - Define What to do with it? Basis for the next step Align with your Coachee when start the coaching.

20. Step 2 - Analyze Ideally it should be done with your coachee. Why? Do I need to coach ‘Maria’? Why is she possibly underperforming? Overall analysis: i.e. SWOT

21. Exercise – Step 2 Define what are the SWOT around your ‘Maria’ Strengths Weakness Opportunities Threats Also add some information you find valid on the side.

22. Step 3 – Explore Based on the analysis, what can be done? Conversation with your coachee. You don’t have to know all the answers, but the right questions. Push or/and Pull? Can involve feedback Together find solutions to change behavior/current situation

23. Exercise – Step 3 Connect you Goal to your Current Scenario – bridge the gap What can be done to make Maria move from the current situation to the desired situation (goal of the coaching)? Activity: Create a list of possible actions Mark on the side, what you’d push and what you’d pull in the real coaching.

24. Step 04 - Act Filter from the list of solutions, designed in the Explore, and see what is actually possible/feasible to be implemented. Return on Investment (amount of effort vs. impact) Put the selected activities in a timeline, give a copy to your coachee Schedule the next follow-up coaching meeting Motivate the Coachee to perform these solutions

25. Step 05 - Learning Let the coachee experience the change Don’t babysit them Don’t be condescending

26. Step 06 - Return The Follow-up meeting Track actions Ask how the learning was Feedback Encourage Set next steps: Re-evaluate: Do any activities again or (ideally) coach someone (members) to do that activity? Coaching  delegating responsibilities (@XP)

27. How does it work? INPUT COACHING OUTPUT TRACKING

28. Outputs People Development Taking Responsibilities (Delegating activities) Results Knowledge Retention Competency Development Fun

29. How does it work? INPUT COACHING OUTPUT TRACKING

30. Tracking

31. tips 1. Recognize success – celebrate your team’s victories. 2. Focus on what is possible – It is easy to find problems, be more practical and less perfectionist. 3. Empowerment gives the feeling of custody and ownership. Remember to always give the coachee the needed support. 4. Recognize people efforts

32. Exercise – How much do you do that? What can I do to improve in each of these points? 1. Recognize success – celebrate your team’s victories. 2. Focus on what is possible – It is easy to find problems, be more practical and less perfectionist. 3. Empowerment gives the feeling of custody and ownership. Remember to always give the coachee the needed support. 4. Recognize people efforts

33. Keep in mind... Talent is hidden until the challenge shows up!

34. How do I organize myself for coaching so many LCVPs/Members? GoogleDocs Moleskin / Coaching notebook Time Management

35. Thanks! Vitor de Avelar [email_address] Skype: avelar.vitor