Executive

Developmental
Programme
Harnessing your potential

Participant
Mr. Phua Tsair Shyuan
a.k.a: TS Phua

Journey Begin: December 2015

Executive Developmental Programme

Objectives:

In developing staff competency to fulfill assigned function, the

coaching program has to customize to meet each roles and
responsibilities assigned for achieving individual performance. The
following denotes an overall objective.

Provides concrete step-by-step suggestions for activities that develop and

hone an individuals skills

Enables employees to create a focused development plan

Enables employees to take responsibility for their own development by

providing clear guidance

Helps assure that employees have the right skills to maximize their
potential

Helps assure that employees have the right skills to meet the organizations
evolving skill requirements

Provides a process in which action-based development suggestions are

identified and implemented, leading to new skills

Contributes to improved employee and organizational performance

Programme:

The structure of the programme shall runs in stages, where minimal

disruption to the staff operational work.

Duration:

Target to complete on the agreed timeline both the participant and

the coach.

Method:

Uses mix of Class room approach and competency model to best fit
the staff roles and responsibilities.

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Executive Developmental Programme

Staff Development Programme:

Staff Name:

Designation:

Developmental Objectives: Self Management Cluster;

Relationships Cluster; Analytical Cluster; Management Cluster;
Leadership Cluster

Coach : Leong Fook Cheong

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Executive Developmental Programme

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Staff Developmental Timeline;

Worksheet
Context
Determine focus and importance of todays discussion

Clarify
Seek and share information about the situation/task
Identify issues and concerns
Clarify the vision and goals, Clarify the current reality

Create
Seek and discuss ideas
Explore needed resources/support

Commit
Specify actions, including contingency plans if appropriate

 Confirm how to measure progress

Close
Highlight important features of the plan
Confirm confidence and commitment

RICOH (Singapore) Pte Ltd

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Context
This first step is really just about opening up the coaching conversation, setting some context for the discussion.
What are we going to work on, and why is it important?
How might the organization benefit from this?
What organizational conditions or constraints will affect success?
Are there any potential pitfalls or roadblocks to success?
Are there other complementary or competing initiatives in the organization that may have an impact?
Clarify
During this step it is important to clarify what the goal of the coaching is, what is the desired outcome or future state. Some helpful
questions during this step might include:
Clarify Vision/Goal
How would you describe the way you want this project to turn out?
If this went flawlessly what would be different, what will happen?
Tell me specifically what it is that you want to accomplish.
If you were able to improve your performance, what will happen?
Clarify Current Reality
How do you feel about the project thus far?
How would you describe your current reality?
What if this or that constraint were removed?
What is impeding your performance?
Create
Once you and your team member have clarified where you are headed, where you are and what might get in the way its time to
explore some potential routes between where you are and where you need to be. Help your team member generate as many good
options as possible, and discuss these. By all means, offer your own suggestions. But let your team member offer his or hers first, and
let him or her do most of the talking. Typical questions used to create options might include:
What key things need to happen to achieve your objective?
What else could you do? Can it be done another way?
How do you think that issue could be handled?
Get out a penLets quickly make a list of 5-10 things you might do.
Commit
Your team member should now have a good idea of how he or she can achieve their Goal. That's great but its not enough! Too many
coaching conversations end before specific action steps and measures have been created. Your next step as coach is to get your team
member to commit to specific actions and determine how you will
measure progress.
Useful questions:

So what will you do now, and when?

Tell me in your own words whats on your to do list from todays discussion?
What specific commitments have you made?
What else will you do? When?
How would you summarize what we just agreed to?

Close
This last step is just about wrapping up the coaching conversation, expressing support and confidence in your team member:
How do you feel about the work we did today?
I think you made some important progress.
Do you have any questions of me?

RICOH (Singapore) Pte Ltd

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Participants Journal
Date:
Observation:

Issues:

Comment:

RICOH (Singapore) Pte Ltd