GROW教练技巧课件

WelcometothisWorkshopon

“CoachingForHighPerformance”

intheNewMillenniumGROW教练技巧Whatdoyouknowabout“Coaching”?Me,theManagerWhatkindofmanageramI?Coaching-Whatdoesitmean?CoreCachingSkill-AskingQuestionsGROW-TheToolofCoachingG-GoalSettingR-RealityCheckO-OptionsW-What,When,WhoandWill

RolePlay-YouaretheCoachAgendaOfTheWorkshopGROW教练技巧Let’sBrainstormPleasewritedownwhatyouknowabout“Coaching”GROW教练技巧TheManagerasCoachCoachinginActionLearnerCoachOrganisationalFactorsTheCoachingRelationshipCoachingForHighPerformance

InTheNewMillenniumGROW教练技巧WhatkindofManageramI?doesasmuchaspossiblehimselffocusesontasksratherthanpeopledelegatesworkfocusesonpeopleratherthantasksPleasechose():ADoerADeveloperGROW教练技巧ReasonsforbeingDoer(1)

TraditionalManagerConceptThetraditionalconceptofmanagement:managing=GivingOrdersmanaging=controllingmanaging=solvingproblemsyourselfMostmanagersdoratherbelongtothegroupof“Doers”.Reasonsareasfollows:GROW教练技巧ReasonsforbeingDoer(2)

Internal/PersonalreasonsTrustRiskControlSatisfactionGROW教练技巧TimeSkillsReasonsforbeingaDoer(3)

TimeandSkillsTherearetwomainreasons,whytheyDoso:GROW教练技巧Isbeing/becomingadeveloperworththeeffort?Individualperformances?Theteam’sperformance?Yourperformanceasmanager?Theperformanceoftheorganisation?Yourcareerwithintheorganisation?Ifyouinvestedmoretimein‘developing’,wouldtherebesignificantbenefittobegainedintermsof:GROW教练技巧Dotheyliveuptotheirpotential?Doyouagreetothefollowingstatement?“ThereisagapbetweentheactualperformanceandthepotentialoftheemployeesImanage.”YesNoPleasechose():GROW教练技巧WhatCoachingcando? tohelpyoutogeta(better)developer.tonarrowthegapbetweenperformanceandpotentialofyourstaff.Themostimportantaimofcoachingis:ImprovePerformanceCoachingisanimportanttool:GROW教练技巧DefinitionOfCoachingCoachingishelpingpeopletodevelopandperformtotheirhighestpotential.

CoachingForHighPerformance

InTheNewMillenniumGROW教练技巧WhyCoach?

Whatdoesitmeanto?Tohelpsomeonetochangetheirbehaviorinawaythattheywillbeabletosustain,becauseitenablesthemtobuildonwhattheyalreadyknowanddoAresponsetotobeleaner,flatter,faster,betteretcAsstandardskeeprising,managingtoimproveperformanceisthekeytoprofitabilityandtoachievingyourbusinessgoalsinanincreasinglycompetitiveworldCoachingForHighPerformance

InTheNewMillenniumGROW教练技巧Section

CoreSkillofCoaching

CoachingForHighPerformance

InTheNewMillenniumGROW教练技巧Questions?Pleasewritedown,whenandwhyyouusequestions.GROW教练技巧

WhyAskQuestions?NOT

TOGETINFORMATIONFORTHEQUESTIONERBUT

TODEVELOPTHELEARNER`SAWARENESSTOSHARPENTHELEARNER`SFOCUSTOSTIMULATELEARNER`SRESPONSIBILITYTOHELPTHELEARNERFINDTHEIROWNANSWERSTOGETLEARNERTOTAKEOWNERSHIPOFTHEPROCESSGROW教练技巧Coaching:theartofaskingquestionsSpontaneousRaisingcoachee’sawarenessOpenQuestionsGROW教练技巧WhenandWhatcanyoucoach?YoucancoachinbasicallyeverysituationYoucancoachyourselfand/oryouremployeesSomeopportunitiesforcoachingmakingaplanordecisionsolvingaproblemmeetingswithstaffproblematicrelationsbetweenemployeesAverygoodwayoffindingoutifcoachingispossibleisthis:

Everytimesomeonecomestoyouandhasaquestion:Askyourself:“DoIhavetoanswerit,orcouldtheyansweritthemselves?”Butbeawarethatsometimesstaffjustneedsyourquickhelpandinformation.Overdoingitwillnothelp.GROW教练技巧AsWeGoAlongKeepThinkingAboutOneofYourAssociates`andAnyRelatedLiveCoachingIssuesforRealRolePlayLaterOnRemember!GROW教练技巧"GROW"ModelGROW教练技巧GROW-AskingWhatquestions

WhenandWhatforG Goalsetting(mid-andlong-term)R RealityCheck-clarifythecurrentsituationO Options:discussingandsettlingon alternatives/ways/actionstoreach thegoalW What?When?Who?Will?Whatshould bedone?Whenbywhomanddoesthe willexisttodoit?GROWGROW教练技巧GROW

-Somehintsforaskingthe

rightquestions(1)THEFOLLOWINGHINTSMAYHELPYOUTOSUCCEEDIt`sabout-helping,NOTtellingIt`sabout-lettingitout,NOThammeringitinIt`sabout-unlockingpeople`spotentialsIt`sabout-helpingsomeonetogetthebestperformanceoutofthemselvesIt`sabout-steppingback,andhandingovertheresponsibilityforimprovementtotheLearnerIt`sabout-turningproblemsintoguidedlearningexperiences

DonotimposeyoursolutiononthecoacheeGROWGROW教练技巧FollowthetrainofthoughtofthecoacheePayattentiontotheanswersQuestionsmustbespontaneousShowrealinterestinthecaseofthecoacheeUnderstand,SummariseandtakenotesDon’ttrytosolvealltheproblemsinonesessionGROWGROW

-Somehintsforaskingthe

rightquestions(2)GROW教练技巧GROW:

GoalSetting:Whattype

ofGoal?Long-TermGoals/VisionaryGoals1.Characteristic:theyarereallybigandambitious,e.g.:becomethemarketleader(corporatelevel),becomeChiefRep.(personallevel),winningagoldmedal.2.Characteristic:Externalfactorsmaybecrucial:forachievingthemfactorsmatter,whichyouCANNOTcontrol,e.g.:performanceofcompetitors/corporatelevelhelpfulrelationsofcompetitorsfortheChiefRep.Position/personallevelAlong-termgoalisdesirable:Havingoneismotivating.Itcanbetheinspirationforourmid-term/performancerelatedgoals.TypesofGoals:Long-TermandMid-Term(1)GROWGROW教练技巧GROW:

GoalSetting:Whattypeof

Goal?Mid-termGoals/PerformanceGoals1.Characteristic:theyaresmallerandeasiertoachieve,e.g.:within6months,95%ofourproductswillpassthequalitytestourgroupsells10,000morepackagesofmedicineXbynextmonthIwillrun1,000metersin3minutesbynextFebruary.2.Characteristic:ThesegoalsCANbeinfluenced/controlledbyus.Theyaremeasurableandwecanhelpthattheyaremet,e.g.:improvequalitycontrolcirclesimprovemarketingactivities/employmoresalespersonneltrainingAmid-term/performancerelatedgoalisnecessary:todoyourworkandtobringusclosertothelong-termgoalTypesofGoals:Long-TermandMid-Term(2)GROWGROW教练技巧GROW:

GoalSetting:

Howtoseta

Goal?SMARTstandsfor:

S SpecificM MeasurableA AchievableR RealisticT Time-boundHowtosetaGoal?BeSMART!GROWGROW教练技巧GROW:GoalSetting:SMARTquestionstohelpthecoacheesetaGoalREMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.Somegoalsmayhavetobeadjustedorchanged,ifthenextstep,therealitycheckshowsthatthegoalisnotrealisticorsolvable!GROWGROW教练技巧GROW:

RealityCheckA:“Ihavealongstandingproblem.”B:“Whathaveyoudonesofar?”

RaisingawarenessWhythisstep?GROWGROW教练技巧GROW:RealityCheck:Questionsto

helpthecoacheecheckreality

GenerallyspeakinginthisphaseofcoachingquestionslikeWhat? Who? Where?When? Howmuch?willbedominant.Someexamples:REMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.GROWGROW教练技巧GROW:

OptionsCheckEncourage

themtospeakingout“impossible”solutions(theymighthavetheseedforagoodsolutioninthem).Breakingnegativeattitudes

Whythisstep,whatisimportant?THEAIMIS:findasmanysolutions/asmanyalternatives aspossible.GROWGROW教练技巧GROW:

OptionsCheckDon’thideit.Ifyouhavesomethingtocontribute,doso.Butbecarefulhowyoudoit.Agoodwayisthefollowing:”Icouldthinkofsomemoreoptions.Doyouwanttohearthem?”Theywillbewilling.MakesurethatyouroptionsareNOTanorder,arenotnecessarilythebest.Donotgointoeverydetailofyouridea-itisnotyouwhoshouldsolvetheproblem.MakesurethattheyarejustaonepointontheOptionlist,nobetterandnoworsethantheotherpoints.Youhaveagoodsuggestionforthecoachee?GROWGROW教练技巧GROW:

OptionsCheckStep1:LetthecoacheenotedownALLoptionsanOptionList.Step2:Selectthebestoptions:

Gothroughthelistagain.Lookateverysingleoption.Pickoutthemostlikely(mightbeacombinationofmorethanoneitem).Balancetheoptions,thegoodandthebad,thedisadvantagesandtheadvantagesagainsteachother,e.g.mightbetootimeconsuming,mightnotfitpersonalityofthecoachee,mightlackcertainhardskillstodoit,etc.

Step3:Checkoptionsagainstthegoal:Willthisoptionhelptoachievethegoalthecoacheewassettinghim/herselfearlier?Whattodowithalltheoptions?GROWGROW教练技巧GROW:

OptionsCheck:

Questionstohelpthecoacheefindtheawidevarietyofoptions

Donothideyoursuggestions:say:Ihaveasuggestion.DonottrytodirectthecoacheetoacceptyoursuggestionthroughyourquestionsREMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.GROWGROW教练技巧GROW:What?

When?

Who?Willbeachievedbythemansweringalotofquestions.Themainonesare:”Which

optionswillyouchose?”

“Whomustbeinformed?”“Whenwillyoubeginandwhenwillyouend?””Whatkindofsupportdoyouneed?”Whythisstep?

THEAIMIS:SentthemoutwithaclearplanofwhattodoandwhenGROWGROW教练技巧GROW:Will?Answeringthe“Will?”Question:Youhavetoensurethatthecoacheestickstohisplan.Method:Yourfinalquestionwillbe:“howsureareyouthatyoureallyfinalisethisoptiontoachievetheaim?”Ifthecoacheeisunsure,he/sheshouldbemotivatedtocrossoutsomethingsontheplanOrhe/shecouldgivehim/herselfalittlemoretime.

Otherimportanttasks:Betoughwithatimecommitment.MakethecoacheenameaSTARTINGdateandanEND.Talkaboutobstacles:Addressingthempreparesthecoachee.Whatisyourrole-GetacommitmentGROWGROW教练技巧GROW:What?

When?Who?Will?QuestionstohelpthecoacheerealisehisplanREMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.GROWGROW教练技巧GROW-Thebestquestions

foreachstepGROWREMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.GROW教练技巧GROW-Followup:important taskforthemanagerGoingoutofyourofficeafteracoachingsession,theemployeewillbemuchmoremotivatedthanwhenhewouldcomeoutoftherewithjustanotherordertofulfil.Thereissomethingsyoushoulddonow,tohelpfurtherdevelopment:ImmediatelyaftertheCoachingSession:Immediatelyafterstep4itisadvisedthatthecoachprovidesthecoacheewithawrittenformoftheanswersonallthequestionsinthislaststep.Beavailableforfurtherquestions,discussionsandhelp.Afteremployeehasfinishedhis/hertask:Facilitatethelearningeffectthrough:getthecoacheeintod