MENTORING

&
COACHING
Human Capital Division
PT Centratama Telekomunikasi Indonesia Tbk
Jakarta, 26 April 2019
WHAT DRIVES ENGAGEMENT?
A T!
G RE

84 82 80 79
% % % %

Good relationships A sense that employee Opportunities to Resources needed Good Relationships
between employees opinion count Excellence To get work done With co-workers
& immediate supervisors right

78 76 75 74 72
% % % % %

Clear Communication Career development Individual and organizational

Good relationships between Recognition &
Organization Wide opportunities Goal alignment
Employees & top leader Rewards
 Centratama Group Engagement Level
Respondent

250

200

150

100

50

:
Engagement Level
58,7% 18,8% 22,4%
Percentage at NOT ACTIVELY
ENGAGE
Centratama Group ENGAGE DISENGAGE
HOW to
Demonstrated GIVE EMPLOYEES A REASON
01
Innovative at TO CARE
Work
02 DON’T MAKE STAFF JUMP THROUGH
LOOPS

03 SURROUND YOURSELF WITH

INSPIRATION

04 SEE FROM OTHER PERSPECTIVES

 Next Step 8

Mentor Readiness 7

Scenarions & Topics 6

OUR
Role & Real Play 5
AGENDA
Mentoring
4
Conversation
Characteristics,
Skills & 3
Responsibility

Mentoring 2

Introduction 1
 OBJECTIVE
1. Create the Mentor Community
2. Provide Basic Mentoring Skills
3. Provide Basic Coaching Skills
4. Provide a Safe Environment to
Learn
5. Answer all of Your Questions
6. Decide on Next Steps
7. Be ready to start Mentoring
Vid_Coaching
ABOUT
MY
BUDDY • One thing that the people do
1
not know about me

• My contribution as a Mentor
2 to Centratama Group
 THE ART OF
MENTORING
THE BEST MENTOR
I EVER HAD
THE ART OF
MENTORING “The word Mentor evolved to mean:
trusted advisor, friend, teacher and wise person.

Mentoring is a fundamental form of human development

where one person: invests time, energy and personal know
how in assisting the growth and ability of another person.“

“Mentoring is a brain to pick, an ear to listen,

and a push in the right direction.” - John Crosby
MI
N
MINDSET OF A
SE D
T
MENTORING LEADER

NO ASSUMPTION
 MINDSET OF A
MENTORING LEADER

DEAL

THINK
WIN-WIN
 MINDSET OF A
MENTORING LEADER

GOOD
ATTITUDE

ATTITUDE
IS
EVERYTHING
 MOST IMPORTANT
According to Dr. Jean Rhodes, professor of
psychology at the University of Massachusetts,
Boston.

“...the most significant predictor of

positive mentoring results is whether
mentors and mentees share a close,
trusting relationship.”
MENTORING
SKILL:
Why do You
want to
CONNECT become a
Mentor?
&
BUILD TRUST
 CRACK THE
MENTORING TARGET CONFUSION
SKILLS:
MONITOR & ???
CHECKLIST LEADER

DEFINE &
AGREE TO AIM
THE GOAL
 FEEDBACK
MOTIVATIONA CONSTRUCTIV
L FEEDBACK E FEEDBACK

Great
Feedback
You Have
Receive
In Your
Life….
 FOUNDATION : FEEDBACK
MOTIVATIONAL FEEDBACK CONSTRUCTIVE
is where you give someone approval for what FEEDBACK
they are doing as a way of reinforcing that feedback is where you give a person
behaviour. information that is designed to help them
When you're giving feedback,
improve something they are doing
first define the where and when of the situation you're
referring to. This puts the feedback into context and gives the other person a specific

S setting as a reference.

SITUATION • "During yesterday morning's team meeting, when you gave your presentation..."
• "At the client meeting on Monday afternoon..."

Your next step is to describe the specific behaviors that you want to address. This is the
most challenging part of the process, because you must communicate only the behaviors
that you observed directly. You must not make assumptions or subjective judgments about
B BEHAVIOR those behaviors. These could be wrong, and this will undermine your feedback. Example:
“At the client meeting on Monday afternoon, you ensured that the meeting started on time
and that everyone had handouts in advance. All of your research was correct and each of the
client's questions was answered.”
The last step is to use "I" statements to describe how the other person's action has affected
you or others. For Example:

I IMPACT "During yesterday morning's team meeting, when you gave your presentation, you were
uncertain about two of the slides and your sales calculations were incorrect. I felt
embarrassed because the entire board was there. I'm worried that this has affected the
reputation of our team."
 MENTORING CONVERSATIONS
FORMAL
INFORMAL
Regularly (Every Month)
40 – 60 Min
Short/Mid/Long-Term Whenever Needed
Couple of Minutes
Direct Impact
Developmental
Performance
Motivational
Alignment
Constructive
Engagement
Outcome – Oriented Performance
Responsibility For Action = Mantee
Engagement
Consistent Follow Up = Mentor
Vid GROW
 FORMAL MENTORING
• Check in – Connect
G Goal • Inform and agree objective for the
conversation

• What is the situation now (spesific)

R Reality • What Should it be (spesific)
• Realistic?Challange and Issue

• What has been done already

O Options • What else could be done
• Aligned Expectations

• Agree Tangilablee Actions & Measures

W Will • Check Motivation & Support Required
• Agree a definite follow-up
FORMAL MENTORING
Six Question Approach
By Dr. Marshall Goldsmith

1 Where are we going?

Where are you going? 2

3 What is going well?
Suggestion for
improvement?
4
5 How can help?

What suggestion for me? 6

 THE ART OF
COACHING
According to Elena Aguilar, The Art of Coaching:
Effective Strategies for School Transformation

“...is doing, thinking, and being: doing

a set of actions, holding a set of
beliefs, and being in a way that results
in those actions leading to change.
These are the three things that can
make coaching transformational”
 COACHING IN THE MOMENT

(Situation) During the last meeting.../Yesterday in the presentation.../etc

(Behavior) I saw you doing.../I heard you saying..

(Impact) The impact on me/on others was...

What could you have done different (to be more effective/impactful/etc.)

How would you do that specifically? (or: What would you say?)

When will you apply what you have learned?

How do we both know that you have been

successful?
Appreciate & Motivate
 RESPONSIBILITIES
MENTEE MENTOR
• Commits to achieve new skills & • Commits to mentee’s professional &
knowledge personal growth
• Accept responsibility for own decisions & • Provide constructive feedback
actions
• Supports & encourage
• Maintains confidenality
• Maintain confidenality
• Meets mutually agreed deadlines
• Meets mutually agreed deadlines
• Maintains mutual trust & respect
• Maintain mutual trust & respect
• Introduce mentee to company culture
MUTUAL TRUST • Acts on what is the best for the

AND RESPECT!! development of the mentee

• Lead by Example
NEXT STEP!
Mentee Mentor

G Goal

R Reality

O Options

W Will
THANK YOU