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Our Human Resources Development in Thailand, Singapore & Vietnam
...yields results beyond expectations
We focus on Client’s objectives and agenda
Before a coaching assignment starts, we interview the CEO, Human Resources and the Executive, to understand in-depth:
- Where is the CEO taking the business
- What are the Client’s
- values and objectives
- expectations on behavioural changes & performance-level
- What are the underlying reasons & stakes of the coaching assignment
- What are the deliverables
- How can we measure progress
- How hierarchy & Human Resources can support the progress
Also, the Executive to be coached fills-in a “preparation questionnaire”.
Then, we define objectives of the coaching assignment and propose a “coaching road-map”. And we adjust them until all parties are fully aligned on it.
See an example of objectives for a program
The main objectives are to help Mr. X reach a more senior and effective level in management, and leverage them to create further value for the Company, with regards to his expectations: “succeed in his new mission” and prepare for higher level positions. In the process, we shall facilitate Mr. X’s behavioural development towards
- greater self-awareness
- enhanced sensitivity to others’ feelings
- effective communication (with team, with peers and with boss)
- strong team-motivation
- assessing benefits for global organization before launching actions
- taking management-side with maturity (eg. on compensation and benefits issues)
- successful people development
- leadership
and we shall grow Mr. X’s skills at
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- time and priorities management, balancing short and medium terms priorities
- organization (self and team)
- delegation
- mentoring / coaching
- inspiring / motivating his team
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The initial road-map clarifies work-ahead and aligns everyone
See an example of a road-map (click here):
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Example of coaching road-map (not necessarily in chronological order)
Session(s) focus |
Specific coaching areas |
| Self-awareness, and awareness of others’ feelings |
Analysis of psychometric test; investigate perception of oneself and perceptions from others; getting feedback and leveraging it; listening skills; perception of others’ feelings, eg. Khun A’s; adjust, plan actions & implement; build-up a 360° |
| Communication |
Comfort zone; analyze past effectiveness of communication with subordinates, peers, boss and others; assess impact on others before speaking, in particular when giving feedback to someone publicly; identify strengths, flaws, impact on people “buy-in” and motivation; work on “the need to be right”; identify the line between assertiveness and arrogance; cultural sensitivity; check what others understand; adjust, plan actions & implement |
| Motivation |
Review past experiences and role-models; successes and failures; analyze team needs and expectations; giving fair and motivating feedback; sharing the vision; build-up team spirit; adjust, plan actions & implement |
| Prioritization |
How to gauge priorities; how to balance short and long term actions; how to plan; importance of involving others effectively; best practices; time-management; adjust, plan actions & implement |
| Delegation |
Investigate current practice; identify what works and what does not; reasons behind; necessity of clarity; define delegation mode and next actions; implement |
| People development |
Review needs and expectations; investigate Mr. X’s current practice; identify necessary evolution to serve team-members effectively; plan actions and implement |
| Leadership |
Think about role models; discuss “standards of leadership”, and when each one is most appropriate; identify benefits and limits of “pushing” and “pulling” team-members; mature a leadership model; plan actions and implement; application suggested: progress of new credit card business line |
| Reporting in Senior Management style |
Understand expectations; assess current practice and development needs; work-out on a real presentation (goal, structure, delivery); practice with video; analyse impact; adjust, plan further actions and implement |
We will build together a 360° questionnaire, to gather and analyze co-workers’ feedback, at the start and before the end of the program. Mr. X and HR will select people to involve; then Mr. X will email it to them, and they will send anonymously their answers to JFC; finally, Mr. X and JFC will analyse the feedback. At the middle and at the end of the program, we shall review progress with Mr. X, his boss and HR, clarify necessary follow-up by the boss and evaluate coaching program results. Throughout the program, Mr; X and myself will follow-up on the outcome of previous sessions, and take any necessary steps to optimize the results we get. The program might be amended as we go, to better suit Mr. X’s needs and the Company’s environment evolution.
Our Coaching process is actions & results oriented
Step 1: Awareness
We enhance your awareness on your subjects: what are your perceptions and beliefs? What are others’ perceptions? What are the facts? What are the past-consequences/results? What are the likely future results, impact on career? Etc…
Step 2: Goal-setting
We set a SMART goal/vision for progress: if necessary, brainstorm by using different perspectives (“if everything was possible…”, “worst case scenario…”, “most satisfying goal”…); we ensure you realize the full benefits of reaching the goals, so that you are fully motivated
Step 3: Obstacles & Opportunities
We think-through obstacles, resistances, challenges, underlying fears and opportunities, so as to find the best way-forward. Questions can encompass: “what risks do you see on your way to your goal? What could derail your progress? What are you afraid of? What approach would your role-model choose? Pros and Cons of his/her approach? What opportunities do you see? What could make things easier? Who could help you? Who do you need to talk with?
Step 4: Way-forward
We help you clarify your best solution going-forward, and translate it into an action plan, with clear responsibilities, time-lines, progress-indicators, milestones; we challenge you if your plan is not effective, realistic or ambitious enough
Step 5: Actions
You conduct the actions you have decided.
Step 6: Lessons learnt
You report on what’s going well and what is not, the coach helps you to learn from failures and successes, and optimize the action plan. The coach invites you to memorize the lessons learnt, and identify where else to apply them.
Celebrating the achievements is always a good idea at that stage too!
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Example of a program with deliverables and performance/behavior curve
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Our Clients shift towards continuous self-development…
… simply because human resources development and Coaching have helped them realize they have the ability to grow by themselves, and that pays off in terms of achievements and fulfillment. So they are motivated to explore more of their potential, try new approaches and learn continuously.
In the words of a young, successful Managing Director and Client:
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Coaching was for me a very new discipline.
Thanks to Jean-Francois’ great simplicity and to his talent at understanding our problems and propose forward-looking discussions to resolve them constructively, I now approach issues with different perspectives.
Many more good things are yet to come! Thank you!
Stephane Mesnil, Managing Director, Aknas
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