coaching definition

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Coaching学习分享

Coaching学习分享

目标计划
真相探究 (价值观、潜在信念)
练习:请列出你最重要最紧急的挑战,并作出目标计划,运用流程进行
Coach实施步骤:
目标确定
What do you want? 清晰的目标=好的结果
好处(他想要的) 障碍
具体实施
作为教练首先要自己改变。
持续学习,持续自我改变。
教练之前要被教练,体验教练的过程,才能 更好的进行教练
Coaching学习分享 周虹 2011年10月18日
让愿意改变的人去改变
Coaching: 可以帮助每一个愿意改变的人达成他们的目标,取
得有成就的亦有衡量的结果
Coach方式的非凡成效
公司受益
提升生产力 53%
提升质量
48%
提升组织能力 48%
提升客户服务 39%
减少客户投诉 34%
激发他人的潜能
个和心理咨询
教练关注的是现在和将来;设定目标;让优秀的人变得更优秀 心理咨询是通过了解过去的事情和感受,为的是解决现状,让心理不好的人转好
教练和咨询顾问
咨询顾问是某一领域的专家,短期指导,会提供切实可行的方案和操作方法(有答案) 教练帮助他人自己找到解决方案,周期较长,教练不会给出具体的方案及方法(无答案)
就是教练,意味着平等
教练的角色和责任
1、教练激发人们自身寻求解决方法和对策的能力,因为他们相信人生来 就是富于创意与智慧的。
2、教练的职责是提供支持,以增强当事者已有的知识、技能、资源和创 造力
3、教练经过专业的训练,来聆听、观察、并按个人需求而定制Coaching 方式
Coaching最大的挑战是: “告诉别人应该如何
教练和导师
导师在某领域有专长,会告知答案,提供方法、解释及纠正(有答案) 教练帮助他人自己找到解决方案,教练不会给出具体的方案及方法(无答案)

coaching的范围

coaching的范围

coaching的范围
Coaching(教练技术)是一种广泛应用的技能,其范围涵盖了多个领域和方面。

以下是一些常见的Coaching范围:个人发展:这是Coaching最常见的应用领域之一。

个人可以寻求Coaching来改善他们的职业发展、提高自我认知、增强沟通技巧、解决冲突和优化领导力等。

团队建设:Coaching也可以应用于团队层面。

通过Coa ching,可以帮助团队提高协作、沟通、解决问题和应对压力的能力,以及提高团队绩效和凝聚力。

心理咨询:Coaching可以应用于心理咨询领域。

它可以帮助个人解决心理问题、克服障碍、增强自我意识和情感管理。

教育和培训:在教育和培训领域,Coaching可以应用于学生、教师和员工,提高他们的学习效果、教学效果和员工绩效。

组织变革:Coaching可以应用于组织变革管理,帮助组织适应市场变化、技术革新和内部变革。

运动员训练:在运动员训练领域,Coaching主要用于提高运动员的竞技水平、心理适应能力和自信心。

总之,Coaching的范围非常广泛,可以应用于各种情境和领域。

无论是在个人层面还是组织层面,Coaching都可以提供指导和支持,帮助人们实现目标并取得成功。

辅导的技巧

辅导的技巧
• 与代表和顾客达成默契
Questions?问题
• What are the requirements of a coach?
• 辅导的要求是什么?
完整编辑ppt
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Coach Requirement?
辅导的要求?
• Interpersonal skill, Selling skill and experience人际关系的技巧,销售技巧和经验
• 对代表和领域的SWOT分析
• Identification of high potential HR
• 发现潜力大的HR
• Capitalize strength and improve on
weaknesses
• 利用力量,弥补不足
• Market and competitor knowledge
– Ask for feedback-don’t lead HR to what you want to hear – 要求反馈-不要引导HR说你想听到的
– Give feedback by going straight to the objectives-use reflecting skill通过直达目标来给出反馈-用引导的技巧
– when the HR ask for immediate help on a particular issue 当HR就一个特殊的事件要求紧急帮助
完整编辑ppt
20
Coaching Stages 辅导阶段
Post Call 拜访后
• Post Call 拜访后
– Don’t praise too much, don’t summarize yet – 不要过分的表扬,也不要总结

教练用语名词解释

教练用语名词解释

教练技术名词术语“Coaching ”近年来,Coaching这个字很热卖,培训市场也开始重视这种技巧。

有人把Coaching翻译成“教练”、“企业教练”、“态度教练”,有时也称为“教练技术”。

这里所说的教练,不是体育教练,也不是汽车教练,而是管理教练、企业教练。

Coaching起源于九十年代初的美国,是一种新兴的、有效的管理技术,能使被教练者洞察自我,发挥个人的潜能,有效地激发团队并发挥整体的力量,从而提升企业的生产力。

教练通过一系列有方向性、有策略性的过程,洞察被教练者的心智模式,向内挖掘潜能、向外发现可能性,令被教练者有效达到目标。

美国职业与个人教练协会(ACA)把coaching定义为一种动态关系,它意在从客户自身的角度和目的出发,由专人教授他们采取行动的步骤和实现目标的方法,做这种指导的人就是教练(coaches )。

简而言之,教练就是以技术反映学员的心态,激发学员的潜能,帮助学员及时调整到最佳状态去创造成果的人。

他的目的是帮助你成为事业和生活上的赢家。

为更清晰地理解coaching的含义,要把它和mentoring、training 区别开来。

虽然这几种行为没有明显的不同,仍然存在细微的差别: Coaching 在中文里多称“教练”,是指导他人为了某个特定的目标而制定计划,并鼓励学员有创意地克服障碍来完成计划; Training是由拥有特定专业技术的人来传递特定的课程,通常是为他人的某个特定目标和技巧做准备; Mentoring的实行者被称成为“导师”,是以言传身教的方式帮助学员树立人生观的人,譬如中国古代的孔子。

另外,教练也不同于我们比较熟悉的顾问,后者是为具体的问题提供咨询、解答和解决途径,而前者是从拓宽人的信念入手,着眼于“激发人的潜能”这一部分。

所以,coaching是一种attitudetraining(态度训练),而不是一种knowledge training(知识训练)或skill training(技巧训练)。

在领导力发展计划中开展辅导项目

在领导力发展计划中开展辅导项目
• Focus on the necessary conditions for development
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Development Pipeline
• The necessary conditions for systematic people development
17
Development Pipeline
Insight
Motivation
New skills
Real-world practice
• Do people have opportunities to try their news skills at work?
22
5. Accountability
Insight
Motivation
New skills
5. Facilitate culture change
BUT NOT……
1. As a ‘benefit’ without clearly defined objectives
2. As another development option on the menu
3. As a ‘miracle cure’
• Motivation requires both personal and organizational payoff
14
Coaches: State of the Practice #2 Coaches often equate insight with learning
• 360 feedback and development planning • Intensive feedback from others • Personal exploration about goals

coaching 话术

coaching 话术

coaching 话术
Coaching话术是指教练在指导学员时所采用的一套特定的语言技巧和表达方式。

这些话术通常是为了激发学员的潜能、帮助他们更好地理解和应用教练的指导,以及促进学员的成长和发展。

以下是一些Coaching话术的示例:
1.“我注意到你在这方面做得很好,你能分享一下你的经验和心得吗?”
2.“我看到你有这个能力,只是需要一些时间和练习来进一步提升。

你相信
自己能够做到吗?”
3.“让我们一起来找出你内心的障碍,并想办法克服它们。

你有什么特别喜
欢的事情吗?我们可以从那里开始。


4.“我觉得你有很大的潜力,只是还没有完全发挥出来。

你对自己有什么期
望吗?”
5.“请记住,每个人都会犯错。

重要的是从错误中学习,并不断改进自己。

你有勇气重新开始吗?”
这些话术旨在鼓励、激励和引导学员,使他们能够更好地发挥自己的潜力,并在教练的指导下取得成功。

Coaching话术可以针对不同的学员和情境进行灵活运用,以帮助学员更好地理解自己的问题所在,并找到适合自己的解决方案。

辅导你的团队

辅导你的团队

有效辅导的程序
进行辅导
观察 分析 反馈
直接反馈 间接反馈-GROW 调整 目标-SMART原则 下步行动
评估效益
辅导的技巧
聆听 发问
技巧一:聆听
为什么要聆听?
发现对方的需要;
聆听游戏:两人1组,一个人连续 说2分钟,另外1人只许听、不许发 声、更不许差话、不能有身体语言。
使对方有被尊重的感觉;
更好了解对方。
内容:投诉
技巧一:聆听
倾听的三个层次: 假装在听: 仅听字词内容忽略非语言信息: 优秀的倾听者:
专心:眼睛接触、放松的姿势、友好的面部表情、宜人的语调 对对方的谈话表示出兴趣: 关心的态度:非裁决、非评判 不要马上问很多问题 反馈总结说话者的内容 避免先入为主: 使用口语:“噢” “我明白” “是的‘ ”有意思“;”我想听听你的想法“
优秀辅导员的特质
Qualities of a Good Coach 优秀辅导员应有的特质
知识方面 能力方面 态度方面
成功辅导的关键
针对不同特点的被教练者采取不同侧重点的方法
沟通风格
针对不同特点的被教练者采取不同侧重点的方法

猫头鹰
老鹰

D3
D1

D4 鸵鸟

D2 麻雀

意愿

针对不同特点的被教练者采取不同侧重点的方法
黄色 直接、简短,重点式的答复 关注业务及成果 强调利益 提供挑战,自主及机会
红色 亲切友好 关注团体而非个人 重视整体而非细节 提供社交活动 提供支持,发表意见机会
有效辅导的程序
识别”辅导”时机 进行辅导 评估效益
有效辅导的程序

人力资源专业术语(中英文对照)

人力资源专业术语(中英文对照)

1.人力资源管理导论组织:(organization)管理者:(manager)管理过程:(management process)人力资源管理:(human resource management)职权:(authority)直线职权:(line authority)职能职权:(staff authority)直线经理:(line manager)职能经理:(staff manager)全球化:(globalization)人力资本:(human capital)伦理道德:(ethics)2.公平就业机会及相关法律积极的反歧视行动:(affirmative action)规范化指南:(uniform guide lines)受保护群体:(protected class)混合动机:(mixed motive)合格者:(qualified individuals)性骚扰:(sexual harassment)五分之四法则:(4/5 ths rule)消极影响:(adverse impact)差别拒绝率:(sisparate rejection rates)限制性政策:(restricted policy)人口比较:(population comparisons)真实职业资格:(bona tide accupational qualification)建设性争议处理程序:(alternative dispute resolution)建设性争议处理计划:(ADR program)多元化:(diversity)刻板印象:(stereotyping)歧视:(discrimination)象征主义:(tokenism)种族中心主义:(ethnocentrism)性别角色刻板印象:(gender-role stereotype)善意努力战略:(good faith effort strategy)逆向歧视:(reverse discrimination)3.人力资源管理战略与分析战略规划:(strategic plan)战略管理:(strategic management)使命陈述:(mission statement)公司战略:(corporate-level strategy)竞争战略:(competitive strategy)竞争优势:(competitive advantage)职能战略:(functional strategy)战略性人力资源管理:(strategic human resource management)战略地图:(strategy map)人力资源计分卡:(HR scorecard)数字仪表盘:(digital dashboard)基于战略的衡量指标:(strategy-based metrics)人力资源管理审计:(HR audit)高绩效工作系统:(high-performance work system)4.职位分析与人才管理过程人才管理:(talent management)职位分析:(job analysis)职位描述:(job description)任职资格:(job specification)组织结构图:(organization chart)工作流程图:(process chart)工作流分析:(workflow analysis)业务流畅再造:(business process reengineering)职位扩大化:(job enlargement)职位轮换:(job rotation)职位丰富化:(job enrichment)工作日记/日志:(diary/log)职位分析问卷法:(position analysis questionnaire)标准职位分类:(standard occupational classification)任务描述:(task statement)职位要求矩阵:(job requirements matrix)5.人事规划与招聘人事规划:(workforce planning)趋势分析:(trend analysis)比率分析:(ratio analysis)散点分析:(scatter plot)任职资格条件库:(qualifications inventories)人员替代图:(personnel replacement charts)职位替代卡:(position replacement card)马尔科夫分析法:(markov analysis)继任规划:(succession planning)员工招聘:(employee recruiting)招聘产出金字塔:(recruiting yield pyramid)职位空缺公告:(job posting)非常规性配员:(alternative staffing)即时招聘服务机构:(on-demand recruiting services)大学校园招募:(college recruiting)求职申请表:(application form)6.员工测试与甄选疏忽雇佣:(negligent hiring)信度:(reliability)测试效度:(test validity)效标关联效度:(criterion validity)内容效度:(content validity)构想效度:(construct validity)期望图:(expectancy chart)兴趣测试:(interest inventories)工作样本:(work samples)工作样本技术:(work samples technique)管理评价中心:(management assessment centers)情境测试:(situational test)视频模拟测试:(video-based simulation)小型工作培训和评价方法:(miniature job training and evaluation) 7.求职者面试非结构化面试:(unstructured interviews)结构化面试:(structured interviews)情景面试:(situational interview)行为面试:(behavioral interview)职位相关性面试:(job-related interview)压力面试:(stress interview)结构化顺序面试:(unstructured sequential interview)小组面试:(panel interview)集体面试:(mass interview)求职者面试顺序误差:(candidate-order or contrast error)结构化情境面试:(structured situational interview)8.员工培训与开发新员工入职引导:(employee orientation training)培训:(training)任务分析:(task analysis)培训疏忽:(negligent training)胜任素质模型:(competency model)绩效分析:(performance analysis)在岗培训:(on-the-job training)学徒制培训:(apprenticeship training)工作指导培训:(job instruction training)程序化学习:(programmed learning)行为塑造:(behavior modeling)电子化绩效支持系统:(electronic performance support system)工作助手:(job aid)终身学习:(lifelong learning)交叉培训:(cross training)虚拟课堂:(virtual classroom)管理技能开发:(management development)职位轮换:(job rotation)行为学习:(action learning)案例研究法:(case study method)管理游戏:(management games)角色扮演:(role play)企业内开发中心:(inhouse development centres)高管教练:(executive coach)组织发展:(organization development)控制实验:(controlled experimentation)9.绩效管理与评价绩效评价:(performance appraisal)绩效评价过程:(performance process)绩效管理:(performance management)图评价尺度法:(graphic rating scale)交替排序法:(alternative ranking method)配对比较法:(paired comparison method)强制分布法:(forced distribution method)关键事件法:(critical incident method)行为锚定等级评价法:(behaviorally anchored rating scale)目标管理:(management by objectives)电子化绩效监控:(electronic performance monitoring)标准不清:(unclear standard)晕轮效应:(halo effect)居中趋势:(central tendency)宽大或严格倾向:(strictness/leniency)近因效应:(recency effect)绩效评价面谈:(appraisal interview)10.员工保留、敬业度及职业生涯管理职业生涯:(career)职业生涯管理:(career management)职业生涯开发:(career development)职业生涯规划:(career planning)现实震荡:(reality shock)导师指导:(mentoring)教练指导:(coaching)晋升:(promotion)调动:(transfer)不服从上级:(insuboardination)自由解雇:(terminate at will)解雇面谈:(termination interview)重新谋职咨询:(outplacement counseling)离职面谈:(exit interview)临时解雇:(lay off)裁员:(down sizing)解雇管理:(managing dismissals)生命周期:(lifecycle career)职业生涯管理:(career management)职业锚:(career anchor)11.制定战略性薪酬计划员工薪酬:(employee compensation)直接经济报酬:(direct financial payment)间接经济报酬:(indirect payments)职位评价:(job evaluation)报酬要素:(compensable factores)杠杆职位:(benchmark jobs)职位排序:(ranking method)职位分类法:(job classification or job grading)职级:(classes)职等:(grades)职位等级定义:(grade definition)计点法:(point method)市场竞争性薪酬系统:(market-competitive pay system)薪酬政策线:(wage curves)薪酬调查:(salary survey)薪酬等级:(pay ranges)比较比率:(compa ratios)胜任素质薪酬:(competency-based pay)宽带薪酬:(broad banding)可比价值:(comparable worth)12.绩效薪酬和经济性奖励经济类奖励:(financial incentives )生产率:(productivity)日公平工作标准:(fair day’s work)科学管理运动:(scientific management movement)可变薪酬:(variable pay)期望:(expectancy)关联性:(instrumentality)效价:(Valance)行为修正:(behavior modification)简单计件工资:(straight piecework)标准工时计划:(standard hour plan)绩效加薪:(merit pay or merit raise)年终奖:(annual bonus)股票期权:(stock option)团体或群体奖励计划:(team or group incentive plans)组织绩效奖励计划:(organization-wide incentive plans)利润分享计划:(profit-sharing plans)收益分享计划:(gainsharing plan)收入风险型薪酬计划:(earnings-at-risk pay plans)员工持股计划:(employee stock owership plan)广泛股票期权计划:(broad-based stock option plans) 13.福利与服务福利:(benefits)失业保险:(unemployment insurance)补充性薪酬型福利:(supple-mental pay benefits)病假:(sick leave)遣散费:(severance pay)补充性失业福利:(supplemental unemployment benefits)工伤保险:(worker’s compensation)健康维护组织:(health maintenance organization)自选医疗服务组织:(preferred provider organization)团体人寿保险:(group life insurance)社会保障:(social security)养老金计划:(pension plans)固定收益制计划:(defined benefit plans)固定缴费制计划:(defined contribution plans)可转移性:(portability)储蓄节约计划:(savings and thrift plan)延期利润分享计划:(deferred profit-sharing plan)员工持股计划:(employee stock ownership plan)现金金额养老金计划:(cash balance plans)养老金担保公司:(pension benefits guarantee corporation)提前退休窗口:(early-retirement window)员工援助计划:(employee assistance program)弹性福利计划:(flexible benefits plan)自助餐式福利计划:(cafeteria benefits plan)弹性工作时间:(flextime)压缩工作周:(compressed workweek)职位分享:(job sharing)工作分享:(work sharing)14.伦理道德、员工关系管理伦理道德:(ethics)程序公平:(procedural justice)分配公平:(distributive justice)社会责任:(social responsibility)网络欺凌:(cyberbullying)组织文化:(organizational culture)非惩罚性惩戒:(ninpunitive discipline)解雇:(dismissal)员工关系:(employee relations)建议团队:(suggestion teams)问题解决团队:(problem-solving teams)质量圈:(quality circle)自我管理:(self-managing)15.劳资关系与集体谈判封闭型企业:(closed shop)工会制企业:(union shop)工会代理制企业:(agency shop)工会会员优先企业:(preferential shop)会员资格保持型企业:(maintenance of membership arrangement)工作权利:(right to work)工会渗透:(union salting)授权卡:(authorization cards)谈判单位:(bargaining unit)代表取消:(decertification)集体谈判:(collective bargaining)有诚意谈判:(good faith bargaining)自愿性谈判主题:(voluntary or permissible bargaining items)非法谈判主题:(illegal bargaining items)强制性谈判主题:(mandatory bargaining items)僵持:(impasses)调解:(mediation)实情调查员:(factfinder)仲裁:(arbitration)利益仲裁:(interest arbitration)权利仲裁:(rights arbitration)经济罢工:(economic strike)同情罢工:(sympathy strike)野猫罢工:(wildcat strike)反不当劳资关系行为罢工:(unfair labor practice strikes)设置纠察:(picketing)联合施压运动:(corporate campaign)联合抵制:(boycott)内部游戏:(inside games)闭厂:(lockout)禁令:(injunction)争议处理程序:(grievance procedure)16.员工安全与健康职业病:(occupational illness)传讯:(citation)不安全工作条件:(unsafe conditions)工作伤害分析:(job hazard ananlysis)运行安全审查:(operational safety reviews)行为安全教育:(behavior-based safety)安全意识项目:(safety awareness)工作倦怠:(burnout)自然安全:(natural security)机械安全:(mechanical security)组织安全:(organizational security)17.全球化人力资源管理国际人力资源管理:(international human resource management)工人理事会:(works councils)外派员工:(expatriates)母国公民:(home-country nations)第三国公民:(third-country nations)虚拟团队:(virtual team)民族中心主义:(ethnocentric)多国中心主义:(polycentric)全球中心主义:(geocentric)适应性甄选:(adaptability scerrning)国外服务补贴:(foreign service premium)艰苦补贴:(hardship allowances)迁移补贴:(mobility premiums)。

5-Installation

5-Installation
• Long history of success 成功的歷史。 Over 55 years of success 多於55年的成功的歷史。 Started in Chicago and expanded worldwide 於芝加哥開始及擴展遍及全球。
What is an Installation 什麼是系統安裝?
• Why do installations fail? 為何安裝系統會失敗?
Client name / running header 14pt
Installation 系統安裝
Installation
• Definition: 定義 :
Installation is the act or process of defining process and system requirements, setting the responsibility for conformance to those requirements, training the people to perform those requirements, and changing client behavior 安裝系統是一個行動或過程 : 它訂定流程及系 統的要求, 制定遵照這些要求的責任, 培訓員工去履行責任及改變客 戶的行為。
• What do we mean by a “wet run” and why is it important? 什麼是”濕試” ? 為什麼它很重要?
• List three critical items for a successful installation. 列出達到成功安裝的 3個重要的項目。
• Understand the operational goals: 了解運作的目的: The operating problems, the system design and what it will do for the work area 這部門的運作問題, 系統設計及將會做什麼。

GROW配中文翻译

GROW配中文翻译
信任
Risk 冒险
Control 控制
Satisfaction
满意
作为实干者的理由(3)Reasons for being a Doer (3) 时间和技巧 Time and Skills
There are two main reasons, why they Do so: 他们这样做主要有两个理由
欢迎探讨以下议题
“高绩效教练”
讨论会议程
你所了解的 “教练”是什么? 我,管理者
我是什么样的管理者?
教练 – 这意味着什么? 教练技巧的核心 –询问问题 GROW – 教练的工具
G – 目标设定 R – 事实检验 O – 选项 W – 什么事情,什么时间,谁,会做?What, When, Who and Will
GROW – 提问恰当问题的一些提示 GROW
Some hints for asking the
right questions (1)
THE FOLLOWING HINTS MAY HELP YOU TO SUCCEED以下提示可能帮助你成功
It`s about关于 – 帮助helping ,不是告诉 NOT telling
Improve Performance训练的最主要目标: 提高成绩
Coaching For High
Definition Performance Of Coaching训练的定义
In The New Millennium
训练是帮助人们开发和使用其最高 潜能Coaching is helping
people to develop and perform to their
managing = Giving Orders managing = controlling managing = solving problems yourself

WhatisCoaching?

WhatisCoaching?

What is Coaching?Everyone is familiar with the concept of coaching in sport, and life coaching is similar in principle. Just as Tiger Woods and other world champions like the Australian Cricket Team have coaches, so too can you benefit from the guidance of a coach in your life. By careful questioning and the use of other skills, a coach can substantially assist you to improve many areas of your life, reach your goals and become truly happy.Coaching, therefore, can be defined as an interaction aimed at helping you to define and then to achieve goals. Coaching can help you improve your performance and move towards greater success. Effective coaching occurs within a problem-solving, solution-focused context. Coaching can be divided into two main streams, life coaching and executive coaching.Life Coaching at The Happiness Institute is based on the exciting new science of Positive Psychology. Whereas psychological therapy or counselling deals with people who are distressed or who have formal psychological disorders, life coaching is typically aimed at helping clients clarify what they want out of life and then helping them achieve it. Life coaching has a much more positive focus and where therapy aims to help people climb from minus 10 to zero; coaching is aimed at helping people move from zero to positive 10. It is, as we say at The Happiness Institute, more about “playing above the line”.Executive Coaching is primarily aimed at improving the quality of an executive’s working and personal life. In most cases, the aim is to work towards, and then maintain meaningful behavioural and attitudinal change. This is achieved in a collaborative and supportive environment, structured to ensure the time is used productively and efficiently, but individualised to suit an executive’s personality and goals.Within this broad framework, executive coaching can occur at many different levels and can involve a range of “interventions” or programs. For some executives, it might involve a predominately personal focus including, among other things, training in effective communication, problem solving, time management, leadership development, and delegation skills. For others, it might also involve working with the executive’s colleagues or team to achieve greater efficiency and productivity.What are the benefits of coaching? Although the benefits of coaching are obvious for some, many continue to ask the question “what will I get out of it?” In simple terms, the answer to these questions involves referring back to the first stage of coaching which is goal setting. From a coach’s perspective, the outcomes we help clients work towards vary considerably. So as long as you’re realistic, you can get what ever you want out of coaching. Generally, however, some of the more common gains made during coaching include an increased sense of control; enhanced happiness; improved productivity; better work-life balance; improved relationships; greater positivity; and a clearer sense of life (and career) purpose and direction.How does coaching work?After “what’s in it for me?” the next most common question is “how does it work?” Coaching works in different ways for different people and a good coach varies what he (or she) does with each and every individual. Generally, however, the process involves meeting on a regular basis, usually weekly to begin with, and then fortnightly or monthly. During this process, the aim is to (1) generate realistic and achievable goals, (2) develop an action plan, and then (3) to monitor progress and to ensure you remain focused on and moving towards achieving the predetermined goals. These meetings may be supplemented with phone calls or emails. They often take place in the coach’s offices, but can be conducted in your workplace if that is more convenient.Notably, the role of a coach is not necessarily to tell you what to do but rather, to collaborate with you to explore appropriate options, working towards developing an appropriate array of skills and strategies that will help you make the cognitive and behavioural changes needed to achieve your goals. If your goals are very specific this might take little more than 5-6 sessions. I f, h owever, t he g oals a re m ore s ignificant o r g eneral, t hen t he p rocess m ight e xtend over 3, 6 or even 12 months.How do I find a good Coach?Choosing a coach is like choosing a work colleague. You need to make sure that they have the right qualifications and experience and whether you feel comfortable with them. Whether or not you feel comfortable with a coach is obviously a personal decision, and one that can really only be made after you have met with a prospective “candidate”.At The Happiness Institute, our coaches are all experienced, tertiary qualified and up to date on the latest research, strategies and findings in positive psychology. We are a member of the International Coaches Federation. We’ve worked with thousands of individuals and many organisations such as Ernst & Young, IBM and Deacons.Next Steps?The Happiness Institute’s services can be delivered via many different methods to ensure we cater for most individuals needs. We offer one on one coaching, courses (face to face and on line) and a range of products.Our website is a great place to visit with lots of free stuff available. Why not sign up for our free e-newsletter while you are there. It offers hot tips on maintaining happiness and keeps you up to date with the latest research on positive psychology amongst other things.Please visit our website or call 02 9221 3306 to find out more about how we can help you, your team or your organisation live a better life.We look forward to helping you achieve your goals!。

拆书-我所理解的coaching

拆书-我所理解的coaching

我所理解的coaching从第一次听说“coaching”,到后来的亲身体验,再到现在自己走上了专业教练的学习之,已经有两年的时间了。

在这两年的路程里,我开始慢慢试着“向内看”,我看到了很多美丽的惊喜,也看到了很多自己一直不想去面对的不那么好看的东西。

在十余年的人生岁月中,我第一次对“我”变得好奇,并一致同意开始去去慢慢的了解自己。

当重新建立重新了与内心的联结之后,查觉我发现我的整个生命都看起来不一样了。

所以,今天的这篇小文,我想郑重其事的谈谈,在我的理解里面,coaching究竟是什么。

什么是coaching?根据国际助教协会(InternationalCoachingFederation)的定义,coaching是教练和客户之间的一种伙伴关系,它通过启发思考和浓厚兴趣充满创意的过程,激励客户在生活和职业中发挥最大个人潜能。

教练尊重每个客户,认为他们是自己生活和工作中的主导者,并相信每个人都是有创造力的、富有资源的和完整的。

Coaching的流程是怎样的呢?首先,环境问题教练会听你讲述公司目前所面临的问题是什么。

第二步,队医会帮助你发现愿景,看看“MyBestSelf”是什么样子。

第三,总教练递给你一支笔,让你画出计划。

接下来,你要踏上通往目标的路途了。

这时,教练会从工具箱里掏出跳床,让你跳的更高;会在你不小心从梯子上摔下来的时候,拿出网兜接住你;会在你的会梯子间距太小的时候,给你一只铅笔填补中间的空隙。

最后,你爬上了梯子,实现了目标,成为了“MyBestSelf”。

所以,你是否看到教练在这个整个过程中的角色?教练是引导者。

TA通过压制性的发问,拜托你看清现实和起点,设定目标,描绘心中理想的画面,同时利用在实现目标的桥边可能会遇到的障碍以及你可以发现的资源。

教练是支持者。

TA会通过一整套的专业领域技术,根据你所面临的境况,从“百宝箱”里随时拿出你所需要随时的工具,提供支持你实现自己的目标。

教练是陪伴者。

coaching 话术

coaching 话术

coaching 话术(原创版)目录1.教练技术的发展与应用2.教练话术的重要性3.教练话术的设计原则4.教练话术在实际中的运用5.教练话术的效果与评价正文随着社会的进步和人们生活水平的提高,人们对于自我提升和成长的需求越来越强烈。

教练技术作为一种有效的个人成长方法,也应运而生。

在教练技术中,教练话术是至关重要的一个环节,它能够帮助教练更好地引导和激发学员的潜能,从而达到提升个人能力的目的。

教练话术的重要性不言而喻。

在教练过程中,教练需要通过有效的话术,帮助学员理清思路,明确目标,并找到实现目标的方法和途径。

同时,教练话术还能够激发学员的积极性和主动性,让他们在面对困难和挑战时,能够保持积极的心态,积极寻求解决方案。

在设计教练话术时,有一些原则需要遵循。

首先,教练话术应该具有针对性,即针对学员的具体情况和需求进行设计。

其次,教练话术应该具有启发性,能够引导学员进行自我思考和发现。

最后,教练话术应该具有操作性,即能够帮助学员在实际操作中,实现目标和提升能力。

在实际教练过程中,教练话术的运用非常关键。

教练需要根据学员的具体情况,灵活运用教练话术,帮助学员找到问题的症结,并找到解决问题的方法。

同时,教练也需要通过话术,给予学员必要的支持和鼓励,让他们在成长的道路上,始终保持积极的态度和信心。

教练话术的效果和评价,主要取决于学员的成长和进步。

如果教练话术能够有效地帮助学员提升能力,实现目标,那么它的效果和评价就会非常高。

反之,如果教练话术无法帮助学员,或者甚至对学员产生负面影响,那么它的效果和评价就会很低。

因此,教练在设计和运用话术时,需要非常谨慎和用心。

总的来说,教练话术是教练技术中至关重要的一个环节。

它能够帮助教练更好地引导和激发学员的潜能,从而达到提升个人能力的目的。

在设计和运用教练话术时,教练需要遵循一些原则,并根据学员的具体情况进行灵活运用。

推荐-Coaching 真义何在 精品

推荐-Coaching 真义何在 精品

Coaching 真义何在?最近,Coaching这个字很热卖,培训市场也开始重视这种技巧。

而Coaching这个字,可能是在培训界中最为人误解的述语。

我们曾听过的Coach,多解作教练的意思,是那种只会大声呼喝、近乎冷血无情的运动教练。

“教练”适用于无情的运动场上,也适用于军校,及适用于“控制和指令”的组织机构中。

但在引发个人蜕变方面,“教练”远远说不上是有效的推动人物。

但Coaching这个字却真不容易翻译,笔者至今仍未见到意思较为相近的译法,而某培训公司将Coaching直译为“教练技巧”则大错特错。

无论如何,这种翻译上的困难使Coaching的推广不易为。

笔者苦思良久,决定用上"锐变督导"来作Coaching的对照。

今天,我们越来越需要协助蜕变的督导,虽然英文同样是叫Coach,但内涵却是天与地之别。

Coaching是什么?督导过程是在你的同意和授权下,让你的督导扮演一面镜子,“反映”coachee的思考模式、生活习惯,让他看到自己如何制定了行为模式来限制期望达到的成果。

不难发现,我们的世界观有不少自相矛盾的准则,阻碍达到设定的目标。

督导的过程使我们可以反思自己的心智模式,和作出改善策略,结果也带来行动成效的提升。

为什么你需要Coaching?人的一生当中,总希望清楚自己想要的是什么,想学些什么,而且也希望一步步地实践这些理想出来。

但若你对成效总是不满意,总是觉得进度缓慢,而且不时有以下的疑问:今天这样做对不对呢?我为何会如此的暴躁?我真的需要一个MBA 吗?我是否不受欢迎?我的减肥策略又没有效了吗?我为何那么容易感到疲倦?我的人生理想是什么?我的财政为何总是那么糟?……那么督导可能是你的好帮手。

事业的督导犹如一面镜子,以中立、持平、带引的身份反映coachee 的心态及激发他的潜能。

人生在任何时候,无论是总统还是露宿者,年届花甲还是初生牛犊,协助成长的督导都有一定的正面作用。

在战略之前的人们英文

在战略之前的人们英文

documented work authority and accountabilictyommitments to customers resources to satisfy in thinking and approachEncouraging
processes (19)
(18)
(13)
customers (10)
through
People Management
to Achieve Results
Hay Methodology
Strategy De-code
C-Sort
Mission / Vision Strategy
Work Culture
Fields of Management
I.R.M. A. Process Mapping
Hay JA/JE Guide Chart
Organisation Structure / Processes
Role Clarification Job Analysis
Job Evaluation Grading
Key Performance Indicator
Performance Management
cuMsatoinmtaeirnaincgcoeuxnisttsin(g11)Abnutsicinipeastsinegncvhiraonngmeesnitn(t3h5e)Selling successfully (16)
Rewarding superior performance (23)
Capitalizing on windows opportunity (27)
System
Reward Strategy & System

管理教练技术讲义

管理教练技术讲义
二讨论、筛选阶段 由最高领导指派一名辅导人 分若干讨论小组,对措施互相评价
部门经理不参加
三、“城镇会议”阶段 由相关小组汇报最终确定结果
最高管理者最终拍板 指定最有利部门做主导实施方
●管理教练概论 ●建立教练关系 ●管理教练的对话技能 ●管理教练的框架技能
教练对话的特点
➢ 教练没有答案; ➢ 教练通过问话来使对方醒悟; ➢ 教练内心有问话的框架; ➢ 教练凭直觉给予回应。
❖ 有一天,小赵因为排单的问题与销售员张某发生了争论,结果不 欢而散。张某认为小赵没有考虑公司的整体利益。而小赵认为自己就 是一个“小协调员”,只要按制度办事就可以了,不用考虑那么多。
❖ 刘主任看到小赵就说:“小赵怎么又和销售员发生冲突了,再这 样下去,你这个月的考核成绩要受到影响了”。
❖ 小赵听了,马上就火了说:“考核成绩有什么了不起的?大不了 扣钱罢了”。
❖ 我昨天发烧39度,太难受了-我上次发烧38度都受不了了。
制约的几种方法
❖ 提前说出别人想说的“结论” ❖ 问手机价格/面试问工资 ❖ 想听好的消息(坏的消息)
●管理教练概论 ●建立教练关系 ●管理教练的对话技能 ●管理教练的框架技能
哪种因素最容易促发矛盾?
❖ 事实 ❖ 逻辑 ❖ 结论 ❖ 建议
主讲人:张 彤
管理教练技术
●管理教练概论 ●建立教练关系 ●管理教练的对话技能 ●管理教练的框架技能
管理者与教练的关系
管理者
绩效 教练
管理者与教练
❖ 绩效是谁创造的? ❖ 当对方的绩效不好怎么办? ❖ 管理者的能力与无能力
教练的自我定位
❖ 教练的关注点不是自己,而是对象 ❖ 中国的”庸人领导” ❖ 管理教练和体育教练有共同点 ❖ 马拉多纳关注的是谁?
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Kodak GAR Coach Circle
1st Followup Workshop Prework #1
Prework:Please think about Q1 &2, and share with the team your favorite coaching definitions and explain why during the workshop.
Q1: What are your favorite definitions of coaching?
Here are some examples of coaching definition:
•PDI definition:
Coaching is the process of equipping people with the tools, knowledge, and
opportunities they need to fully develop themselves to be more effective. The
role the coach is to orchestrate the development process. Coaching is about
facilitating the process of people developing themselves.
•Kodak chosen definition, from Truth, Trust and The Bottom Line:
o Coaching is the process of developing a relationship and environment through which people can discover their greatness, deal with their
deficiencies and dark sides, reach more of their potential, and accomplish
their work and career objectives.
▪Coaching is the process of helping a “coachee” to clarify his/her thinking and find solutions by him/herself with the use of listening and questioning techniques,
assessments and feedback and other relevant skills, e.g. “managing
defensiveness”, giving clear feedback, etc.. It is very important that solutions are “owned” by the coachee, and not something that is p rescribed or dictated by the
coach >> “leading the horse to the water, and letting the horse drink on his own,
rather than pouring the water down the horse’s throat”.
More about coaching….
▪Coaching is about the bone-deep desire to make a difference, whether in the life of one person, a group, or an entire organization
- Robert Hargrove, Masterful Coaching ▪Coaching is
- a collaborative relationship focused on enabling an individual to
become his or her “best self”
-an ego-less process in which Coachable Moments are created to
draw out distinctions and promote shifts
-
▪The goal of coaching is the goal of good management: to make the most of an organziation’s valuable resources.
•Masterful coaching invovles helping people transform themselves, their communities, and their world. It involves impacting people’s visions and values
as well as helping them reshape their way of being, thinking, and actions. It
involves challenging and supporting people in achieving higher levels of
performance while allowing them to bring out the best in themselves and those
around them. It means going through a deep learning process that results in
embodying new skills and capabilities. Masterful coaching involves expanding
people’s capacity to take effective action.
- Robert Hargrove, Masterful Coaching Be the Coach vs. Do the Coaching
• A person who is a coach fully owns the principles and standards of coaching and behaves in a consistent manner to foster development in others at all times. A
person who does coaching uses various techniques on a random basis that may or may not be consistent.
Q2: What is coaching in manager’s mind?
Usually, managers think that telling people what they should be doing and prescribing solutions is “coaching”. What do you think?。

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