Blog

Melanjutkan tulisan di blog sebelumnya mengenai program intervensi untuk setiap level coaching culture maturity, berikut saya susun alat ukur (measurement tools) untuk setiap KPI di tiap level kematangan budaya coaching. Semua alat ini low cost, praktis, dan bisa dijalankan HR internal tanpa vendor mahal. Saya susun per jenis alat ukur, lalu saya mapping ke KPI per level, supaya mudah dipakai sebagai toolkit. 1️⃣ Pulse Survey (Survei Singkat) Digunakan untuk: Mindset Persepsi

Sonia, one of CHRP participants asked me about a simple KPI for coaching and mentoring for a company. Berikut saya buatkan 1-Page KPI Dashboard dan Guideline Coaching & Mentoring untuk Leader yang ringkas, jelas, dan realistis untuk organisasi dengan sumber daya terbatas. Format ini siap dipakai untuk internal HR, Learning, atau dipresentasikan ke Direksi. 1-PAGE KPI DASHBOARD Coaching & Mentoring untuk Leader Periode: Kuartalan Model: Internal Coaching & Mentoring A. KPI Ut

Introduction In today’s fast-changing environment, organizations that thrive are those that foster a coaching culture. In such workplaces, coaching is more than a development tool—it becomes a mindset, a daily habit, and a shared responsibility across all levels. But a coaching culture does not appear overnight. Like organizational agility or innovation, it grows through levels of maturity. Understanding where your organization is today is the first step toward building a str

Kita sering menggunakan kata "pembinaan" sebagai terjemahan kata "coaching". Hal ini bisa menimbulkan pertanyaan: kalau begitu apa bedanya coaching dengan training atau teaching? Tanpa harus berdebat mengenai definisi kata yang paling tepat untuk memaknai coaching, mari kita bahas apa beda coaching vs teaching dari berbagai dimensi: tujuan, fokus, pendekatan, hasil, hingga contohnya. 1. Tujuan Utama Coaching → Membuka potensi seseorang dan membantu mereka menemukan jawabannya

A coaching culture that makes people eager to be coached requires more than just rolling out training. It is about building trust, shifting mindsets, and making coaching feel safe, valuable and inspirational. Here is a structured approach you can use. 🔑 1. Mulai dari Teladan Pemimpin Pemimpin harus memberi contoh nyata. Jika eksekutif secara terbuka mencari coaching - dan mendapatkan coaching dari executive coach eksternal misalnya - membagikan pembelajaran yang mereka dapat

Prinsip Coaching: Dukungan, Kepercayaan, dan Kekuatan Batasan Dalam coaching—dan juga dalam kepemimpinan—ada tiga prinsip utama yang sangat penting: ✨ Komitmen untuk mendukung orang lain ✨ Membangun hubungan berdasarkan kepercayaan ✨ Menghindari asumsi Prinsip-prinsip ini menciptakan ruang untuk pertumbuhan, pembelajaran, dan transformasi. Namun, seringkali prinsip ini bisa disalahpahami—bahkan disalahgunakan. Mari kita elaborasi ketiga prinsip utama tersebut satu per satu, d

One of the group from CHRP Batch wrote a paper about how coaching and mentoring helps a newly promoted individual perform quickly and effectively. I am intrigue to write a blog on a role play to describe how the conversation between coach and coachee in this scenario. Adegan: Ruang rapat yang tenang di kantor wilayah. Sinar matahari sore masuk lewat jendela. Fitria duduk berhadapan dengan Putri, membawa buku catatan dan senyum yang menenangkan. Fitria: Hai Putri — selamat sek

Encouraging director levels to participate in a one-on-one executive coaching program requires a strategic, respectful and personalized approach, especially considering their seniority, responsibilities, and potential time constraints. Here's a step by step guide with messaging tips that are motivating and aligned with their role and aspirations. Step-by-Step Approach 1. Understand Her/His Context & Motivation Before inviting her/him, gather insights: What are her/his profess

Coaching kini tidak lagi dianggap sebagai fasilitas eksklusif untuk eksekutif puncak. Di banyak perusahaan Indonesia, coaching telah menjadi bagian penting dalam budaya kerja yang menumbuhkan kinerja, kesadaran diri, dan kepemimpinan masa depan. Berikut adalah kisah nyata penerapan coaching di lima perusahaan besar Indonesia yang berhasil mengubah cara mereka memimpin dan membina karyawan. Unilever Indonesia: Dari Bos Menjadi Coach Di Unilever, transformasi kepemimpinan dimul

In today’s fast-paced, people-centric workplaces, coaching is no longer a luxury reserved for senior executives — it's a strategic capability. Organisations that embrace coaching cultures see tangible results: stronger leadership pipelines, higher engagement, faster learning, and better team collaboration. But successful coaching doesn’t happen by chance. It’s built on intentional frameworks that guide conversations, foster trust, and drive behavior change. A coaching framewo

Guiding an executive who craves validation towards confident decision-making involves helping them build self-assurance, focus on internal validation, and trust their abilities. Before we go to the coaching conversation role play, here’s how you can approach this: 1. Identify the Root Cause Ask Reflective Questions: Explore why they crave validation. Is it fear of failure, imposter syndrome, or past experiences? Challenge Limiting Beliefs: Help them identify and reframe negat

Coaching an executive who is resistant to feedback requires a strategic and empathetic approach to foster trust, reduce defensiveness, and encourage openness. Here are some effective strategies: Build Trust and Rapport Start with Strengths: Begin by highlighting their achievements and areas where they excel. This builds confidence and sets a positive tone. Establish Credibility: Demonstrate your expertise and commitment to their growth without coming across as judgmental. Act

Pagi tadi, Sabtu 9 November 2024 jam 8 sampai 10 pagi wib, saya memfasilitasi modul Coaching For Performance di program CHRP Batch 86 Unika Atmajaya. Coaching is a meaningful conversation yang bisa digunakan untuk discover hidden potential sekaligus menemukan apa sih interferrences atau hambatan yang dialami oleh coachee dalam mencapai kinerja yang efektif. I've been facilitating this module di CHRP since 2020, selain membantu klien meningkatkan coaching skills para leader di

When giving feedback to a defensive colleague, it’s crucial to approach the conversation thoughtfully to minimize defensiveness and foster openness. Here are some steps you can follow: Build Rapport First: Begin by reinforcing a positive aspect of their work. This shows you respect their efforts and are not just focused on criticism. Use “I” Statements: Frame feedback from your perspective. For example, “I noticed that…” or “I feel that…” rather than saying “You did this.” Th

Coaching an executive on giving constructive feedback focuses on helping them foster a culture of growth and open communication. Here are key strategies I would emphasize to help them communicate effectively: 1. Frame Feedback as a Partnership Shift from Critique to Collaboration: Encourage the executive to frame feedback as a shared journey toward improvement, not just an evaluation. Use Inclusive Language: Using phrases like “let’s work together on…” or “how can we approach

Ini adalah tulisan Dave Ulrich, Speaker, Author, Professor, Thought Partner on Human Capability (talent, leadership, organization, HR). Dave Ulrich is the Rensis Likert Professor at the Ross School of Business, University of Michigan, and a partner at The RBL Group, a consulting firm focused on helping organizations and leaders deliver value. September 20, 2023 Ungkapan klasik Ronald Reagan, “Sembilan kata yang paling menakutkan dalam bahasa Inggris adalah: Saya dari pemerint

1. What is professional coaching? The International Coaching Federation (ICF) defines coaching as partnering in a thought-provoking and creative process that inspires a person to maximize their personal and professional potential. The process of coaching often unlocks previously untapped sources of imagination, productivity and leadership. When you work with a coach, you set out on a path to greater personal and professional fulfillment. 2. How is coaching different from m