外企高绩效教练GROW模型
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外企高绩效教练GROW模型
It`s about - helping , NOT telling
It`s about - letting it out , NOT hammering it in It`s about - unlocking people`s potentials It`s about - helping someone to get the best performance out of themselves It`s about - stepping back, and handing over the responsibility for improvement to the Learner It`s about - turning problems into guided learning experiences Do not impose your solution on the coachee
Do they live up to their potential?
Do you agree to the following statement?
“There is a gap between the actual performance and the potential of the employees I manage.”
Every time someone comes to you and has a question: Ask yourself: “Do I have to answer it, or could they answer it
themselves?” But be aware that sometimes staff just needs your quick help and information. Overdoing it will not help.
It`s about - letting it out , NOT hammering it in It`s about - unlocking people`s potentials It`s about - helping someone to get the best performance out of themselves It`s about - stepping back, and handing over the responsibility for improvement to the Learner It`s about - turning problems into guided learning experiences Do not impose your solution on the coachee
Do they live up to their potential?
Do you agree to the following statement?
“There is a gap between the actual performance and the potential of the employees I manage.”
Every time someone comes to you and has a question: Ask yourself: “Do I have to answer it, or could they answer it
themselves?” But be aware that sometimes staff just needs your quick help and information. Overdoing it will not help.
外企高绩效教练GROW模型
外企高绩效教练GROW模型
Agenda Of The Workshop
❖ What do you know about “Coaching”? ❖ Me, the Manager
What kind of manager am I?
❖ Coaching - What does it mean? ❖ Core Caching Skill - Asking Questions ❖ GROW - The Tool of Coaching
❖ A response to to be leaner, flatter, faster, better etc
❖ As standards keep rising , managing to improve performance is the key to profitability and to achieving your business goals in an increasingly competitive world
and potential of your staff.
The most important aim of coaching is: Improve Performance
Coaching For High Performance
Definition Of Coaching In The New Millennium
Learner
What kind of Manager am I?
A Doer
Please chose (✓) :
❖ does as much as possible himself
❖ focuses on tasks rather than A Develpoepoeprle
Agenda Of The Workshop
❖ What do you know about “Coaching”? ❖ Me, the Manager
What kind of manager am I?
❖ Coaching - What does it mean? ❖ Core Caching Skill - Asking Questions ❖ GROW - The Tool of Coaching
❖ A response to to be leaner, flatter, faster, better etc
❖ As standards keep rising , managing to improve performance is the key to profitability and to achieving your business goals in an increasingly competitive world
and potential of your staff.
The most important aim of coaching is: Improve Performance
Coaching For High Performance
Definition Of Coaching In The New Millennium
Learner
What kind of Manager am I?
A Doer
Please chose (✓) :
❖ does as much as possible himself
❖ focuses on tasks rather than A Develpoepoeprle
外企高绩效教练GROW模型_2
PROCESS
Coaching: the art of asking questions
Spontaneous Raising coachee’s awareness Open Questions
When and What can you coach
You can coach in basically every situation
It`s about - helping , NOT telling
It`s about - letting it out , NOT hammering it in It`s about - unlocking people`s potentials It`s about - helping someone to get the best performance out of themselves It`s about - stepping back, and handing over the responsibility for improvement to the Learner It`s about - turning problems into guided learning experio? Will? What
should
be done? When by whom
and does the
will exist to do it?
GROW
GROW - Some hints for asking the right questions (1)
THE FOLLOWING HINTS MAY HELP YOU TO SUCCEED
GROW - Some hints for asking the
Coaching: the art of asking questions
Spontaneous Raising coachee’s awareness Open Questions
When and What can you coach
You can coach in basically every situation
It`s about - helping , NOT telling
It`s about - letting it out , NOT hammering it in It`s about - unlocking people`s potentials It`s about - helping someone to get the best performance out of themselves It`s about - stepping back, and handing over the responsibility for improvement to the Learner It`s about - turning problems into guided learning experio? Will? What
should
be done? When by whom
and does the
will exist to do it?
GROW
GROW - Some hints for asking the right questions (1)
THE FOLLOWING HINTS MAY HELP YOU TO SUCCEED
GROW - Some hints for asking the
高绩效教练辅导的关键原则 GROW模型
七、GROW模型
八、GROW辅导的关键原则
九、Goal:目标设定的常用问题
你的目标是什么？如果你知道答案的话，那是什么？
具体的目标是什么？什么时候实现？
实现目标的标志是什么？如果需要量化的话，拿什么量化你的目标？
十、Reality:关于现状的常用问题
目前的状况怎样？你如何知道这是准确的信息？
这是什么时候发生的？这种情况发生的频率如何？
你都做了些什么去实现目标？都有谁和此相关？他们分别是什么态度？是什么原因阻止你不能实现目标？和你有关的原因有哪些？
在目标不能实现的时候你有什么感觉？是什么令你……
其他相关的因素有哪些？你都试着采取过哪些行动？
十一、Options:你有哪些选择
为改变目前的情况，你能做什么
可供选择的方法有哪些
你曾经见过或听说过别人有哪些做法
如果……会发生什么
哪一种选择你认为是最有可能成功的
这些选择的优缺点是什么
请陈述你觉得采取行动的可能性，打分
如果调整哪个指标，可以提高行动的可能性
十二、Will：你要做什么
下一步是什么
何时是你采取下一步的最好时机
可能遇到的障碍是什么
你需要什么支持
谁可能对此有帮助
你何时需要支持，以及如何获得支持。
外企高绩效教练GROW模型_2
Learner
What kind of Manager am I?
A Doer
Please chose (✓) :
does as much as possible himself focuses on tasks rather than people
A Developer
delegates work
W What? When? Who? Will? What
should
be done? When by whom
and does the
will exist to do it?
GROW
GROW - Some hints for asking the right questions (1)
THE FOLLOWING HINTS MAY HELP YOU TO SUCCEED
Mid-term Goals / Performance Goals
1. Characteristic: they are smaller and easier to achieve, e.g. :
• within 6 months, 95% of our products will pass the quality test • our group sells 10,000 more packages of medicine X by next month • I will run 1,000 meters in 3 minutes by next February.
Please chose (✓) :
Yes
No
What Coaching can do?
Coaching is an important tool:
外企高绩效教练GROW模型共46页文档
The most important aim of coaching is:
Improve Performance
Coaching For High
Definition Performance Of Coaching
In The New Millennium
Coaching is helping people to develop
If you invested more time in ‘developing’, would there be significant benefit to be gained in terms of:
Individual performances? The team’s performance? Your performance as manager? The performance of the organisation? Your career within the organisation?
Learner
What kind of Manager am I?
A Doer
Please chose (✓) :
does as much as possible himself focuses on tasks rather than people
A Developer
delegates work
Coaching For High Performance
In The New Millennium
Section
Core Skill of
A response to to be leaner, flatter, faster, better etc
As standards keep rising , managing to improve performance is the key to profitability and to achieving your business goals in an increasingly competitive world
Improve Performance
Coaching For High
Definition Performance Of Coaching
In The New Millennium
Coaching is helping people to develop
If you invested more time in ‘developing’, would there be significant benefit to be gained in terms of:
Individual performances? The team’s performance? Your performance as manager? The performance of the organisation? Your career within the organisation?
Learner
What kind of Manager am I?
A Doer
Please chose (✓) :
does as much as possible himself focuses on tasks rather than people
A Developer
delegates work
Coaching For High Performance
In The New Millennium
Section
Core Skill of
A response to to be leaner, flatter, faster, better etc
As standards keep rising , managing to improve performance is the key to profitability and to achieving your business goals in an increasingly competitive world
外企高绩效教练GROW模型
Do they live up to their potential?
Do you agree to the following statement?
“There is a gap between the actual performance and the potential of the employees I manage.”
Welcome to this Workshop on
For High Performance” in the New Millennium
“Coaching
Agenda Of The Workshop
• What do you know about “Coaching”? • Me, the Manager
Organisational Factors The Coaching Relationship Coach
Coaching in Action
Learner
What kind of Manager am I?
Please chose () :
A Doer • does as much as possible himself • focuses on tasks rather than people A Developer
Please chose () :
Yes
No
What Coaching can do?
Coaching is an important tool:
• to help you to get a (better) developer. • to narrow the gap between performance and potential of your staff.
高绩效教练GROW模型
最简单的开始方法，就是当有人问你该怎么办 的时候，从Goal的问题开始一个一个问起来。
GROW，四组问题问完，基本对方就应该清楚 了。
感谢观看
Will：你要做什么？
Will：你要做什么？
为改变目前的情况，你能做 什么？ 可供选择的方法有哪些？ 你曾经见过或听说过别人有 哪些做法？ 如果……会发生什么？ 哪一种选择你认为是最有可 能成功的？ 这些选择的优缺点是什么？ 请陈述你觉得采取行动的可 能性，打分。 如果调整哪个指标，可以提 高行动的问题
目前的状况怎样？ 你如何知道这是准确的信息？ 这是什么时候发生的？ 这种情况发生的频率如何？ 你都做了些什么去实现目标？ 都有谁和此相关？他们分别 是什么态度？ 是什么原因阻止你不能实现 目标？ 和你有关的原因有哪些？ 在目标不能实现的时候你有 什么感觉？ 是什么令你…… 其他相关的因素有哪些？ 你都试着采取过哪些行动？
下一步是什么？ 何时是你采取下一 步的最好时机？ 可能遇到的障碍是 什么？ 你需要什么支持？ 谁可能对此有帮助？ 你何时需要支持， 以及如何获得支持？
教练的实践
一开始你可能会不适应，总是容易介入到对方 的问题当中。但当你开始思考对方的问题该如何解 决时，教练就开始走向失败了。因为你的介入，会 让对方停止对自我现状的思考，也更不会去考虑自 己应该怎么做。所以教练的良好状态是问的人很轻 松，只管按照框架提问。被问的人很严肃，绞尽脑 汁在考虑问题。
高绩效教练
什么是有效的问题？
比如：“为什么不试试新的销售方 法？”和“是什么原因让我们没有 尝试新的销售方法？”这两个问题 意思一样，但第一问题有责难的意 味，容易引起对方的自我保护。第 二个问题会比较容易令对方把注意 力集中在问题的分析上。
GROW模型
GROW，四组问题问完，基本对方就应该清楚 了。
感谢观看
Will：你要做什么？
Will：你要做什么？
为改变目前的情况，你能做 什么？ 可供选择的方法有哪些？ 你曾经见过或听说过别人有 哪些做法？ 如果……会发生什么？ 哪一种选择你认为是最有可 能成功的？ 这些选择的优缺点是什么？ 请陈述你觉得采取行动的可 能性，打分。 如果调整哪个指标，可以提 高行动的问题
目前的状况怎样？ 你如何知道这是准确的信息？ 这是什么时候发生的？ 这种情况发生的频率如何？ 你都做了些什么去实现目标？ 都有谁和此相关？他们分别 是什么态度？ 是什么原因阻止你不能实现 目标？ 和你有关的原因有哪些？ 在目标不能实现的时候你有 什么感觉？ 是什么令你…… 其他相关的因素有哪些？ 你都试着采取过哪些行动？
下一步是什么？ 何时是你采取下一 步的最好时机？ 可能遇到的障碍是 什么？ 你需要什么支持？ 谁可能对此有帮助？ 你何时需要支持， 以及如何获得支持？
教练的实践
一开始你可能会不适应，总是容易介入到对方 的问题当中。但当你开始思考对方的问题该如何解 决时，教练就开始走向失败了。因为你的介入，会 让对方停止对自我现状的思考，也更不会去考虑自 己应该怎么做。所以教练的良好状态是问的人很轻 松，只管按照框架提问。被问的人很严肃，绞尽脑 汁在考虑问题。
高绩效教练
什么是有效的问题？
比如：“为什么不试试新的销售方 法？”和“是什么原因让我们没有 尝试新的销售方法？”这两个问题 意思一样，但第一问题有责难的意 味，容易引起对方的自我保护。第 二个问题会比较容易令对方把注意 力集中在问题的分析上。
GROW模型
外企高绩效教练GROW模型_2
Goal?
ofGROW
Types of Goals: Long-Term and Mid-Term (1)
Long-Term Goals / Visionary Goals
1. Characteristic: they are really big and ambitious, e.g.:
• become the market leader (corporate level), • become Chief Rep. (personal level), • winning a gold medal.
Trust Risk Control Satisfaction
Reasons for being a Doer (3) Time and Skills
There are two main reasons, why they Do so:
Time Skills
Is being / becoming a developer worth the efforttial .
Coaching For High Performance
In The New Millennium
Why Coach? What does it mean to ?
To help someone to change their behavior in a way that they will be able to sustain, because it enables them to build on what they already know and do
GROW - Some hints for asking the
right questions (2)
外企高绩效教练GROW模型(1)
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
A response to to be leaner, flatter, faster, better etc
As standards keep rising , managing to improve performance is the key to profitability and to achieving your business goals in an increasingly competitive world
Role Play - You are the Coach
Let’s Brainstorm
Please write down
what you know
about “Coaching”
Coaching For High
The Performance Manager as Coach
In The New Millennium
Do they live up to their potential?
Do you agree to the following statement?
“There is a gap between the actual performance and the potential of the employees I manage.”
A Developer
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
A response to to be leaner, flatter, faster, better etc
As standards keep rising , managing to improve performance is the key to profitability and to achieving your business goals in an increasingly competitive world
Role Play - You are the Coach
Let’s Brainstorm
Please write down
what you know
about “Coaching”
Coaching For High
The Performance Manager as Coach
In The New Millennium
Do they live up to their potential?
Do you agree to the following statement?
“There is a gap between the actual performance and the potential of the employees I manage.”
A Developer
《高绩效教练》GROW模型是教练对话的基本框架！
《高绩效教练》GROW模型是教练对话的基本框架！强有力的问题和积极倾听是教练沟通中的主要形式，那问什么样的问题，按照什么样的顺序询问呢？答案就是GROW模型。
GROW模型起源于莫西·高威的“内心博弈”，最初是进行网球运动员和高尔夫球手的指教，经过验证非常具有价值。
在20世纪80年代，高威通过与麦肯锡公司合作建立了7S教练模型，并应用于网球场和其他地方的项目，为了更加简单，且聚焦于行动和结果，最后确定为四个阶段：目标、现状、选择和意愿，并用四个关键字的首字母缩写GROW表示。
书中，作者归纳出了GROW模型四个阶段的关键问题点，让我们更清晰的了解各个阶段应该怎么做目标设定：教练对话的目标，设定短期目标和长期目标。
现状分析：探索当前的状况。
方案选择：可供选择的策略或行动方案行动意愿：该做什么（what）、何时（when）、谁做（who）、意愿（will）书中，作者提出这四个阶段的顺序是教练对话过程中必须进行的。
但是，GROW模型之所以如此有效，还有一个很重要的因素就是框架的灵活性，即这个模型是可循环使用的。
在教练对话过程中，你可以遵循直觉选择模型中的步骤，在必要的时候，也可以重新审视每一个步骤。
GROW模型虽然简单、灵活有效，但是要发挥最佳作用，还有一个不可忽略的背景条件：需要在具有觉察和责任感的背景中才有效。
综上所述，GROW模型通过提出有效的问题来培养教练对象的觉察力和责任感，引导和帮助教练对象自己觉察到问题，并制定出改进计划，主动承担起改变行为和提升自我的责任。
书中，作者提到这样一个案例，一个非常专制的老板通过GROM 模型逻辑进行员工的管理，他是这样做的：G（目标设定）：本月销售1000套R（现状分析）：你们上个月表现太差，只卖了400套，你们是一群懒人，所以你们必须更加努力……O（方案选择）：我已经考虑了所有的方案，我们不会增加广告投放，更换产品包装……W（行动意愿）：你们要做的是……通过这个案例，不难看出这位老板是在按照GROW模型进行，但是他是通过威胁员工解决问题，而不是引导员工去觉察问题，整个过程中员工没有任何选择和责任感，可想而知这样做也是没有任何效果的。
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A very good way of finding out if coaching is possible is this:
Every time someone comes to you and has a question: Ask yourself: “Do I have to answer it, or could they answer it themselves?” But be aware that sometimes staff just needs your quick help and information. Overdoing it will not help.
GROW
GROW - Some hints for asking the
right questions (2)
Follow the train of thought of the coachee
Pay attention to the answers
Questions must be spontaneous Show real interest in the case of the coachee Understand, Summarise and take notes Don’t try to solve all the problems in one session
TO HELP THE LEARNER FIND THEIR OWN ANSWERS TO GET LEARNER TO TAKE OWNERSHIP OF THE PROCESS
Coaching: the art of asking questions
Spontaneous Raising coachee’s awareness Open Questions
GROW - Asking What questions When and What for
G Goal setting (mid- and long-term) R Reality Check - clarify the current situation O Options: discussing and settling on alternatives / ways / actions to reach the goal W What? When? Who? Will? What should be done? When by whom and does the will exist to do it?
Coaching For High Performance In The New Millennium
Why Coach? What does it mean to ?
To help someone to change their behavior in a way that they will be able to sustain, because it enables them to build on what they already know and do A response to to be leaner, flatter, faster, better etc As standards keep rising , managing to improve performance is the key to profitability and to achieving your business goals in an increasingly competitive world
problematic relations between employees
Remember!
As We Go Along Keep Thinking About One of Your Associates` and Any Related Live Coaching Issues for Real Role Play Later On
If you invested more time in „developing‟, would there be significant benefit to be gained in terms of:
Individual performances?
The team’s performance? Your performance as manager?
The performance of the organisation?
Your career within the organisation?
Do they live up to their potential?
Do you agree to the following statement?
“There is a gap between the actual performance and the potential of the employees I manage.”
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2)
Internal / Personal reasons
delegates work focuses on people rather than tasks
Reasons for being Doer (1) Traditional Manager Concept
Most managers do rather belong to the group of “Doers”. Reasons are as follows:
of
Goal?
GROW
Types of Goals: Long-Term and Mid-Term (1) Long-Term Goals / Visionary Goals
1. Characteristic: they are really big and ambitious, e.g.:
• become the market leader (corporate level), • become Chief Rep. (personal level), • winning a gold medal.
Welcome to this Workshop on
For High Performance” in the New Millennium
“Coaching
Agenda Of The Workshop
What do you know about “Coaching”? Me, the Manager
Coaching For High Performance In The New Millennium
Section
Core Skill of Coaching
Questions?
Please write down, when and why you
use questions.
Why Ask Questions?
The most important aim of coaching is:
Improve Performance
Coaching For High Performance
In The New Millennium
Definition Of Coaching
Coaching is helping people to develop and perform to their highest potential .
Role Play - You are the Coach
Let’s Brainstorm
Please write down what you know about “Coaching”
Coaching For High Performance
In The New Millennium
The Manager as Coach
Please chose () :
Yes
No
What Coaching can do?
Coaching is an important tool:
to help you to get a (better) developer. to narrow the gap between performance and potential of your staff.
Organisational Factors The Coaching Relationship Coach
Coaching in Action
Learner
What kind of Manager am I?
Please chose () :
A Doer does as much as possible himself focuses on tasks rather than people A Developer
GROW
GROW - Some hints for asking the right questions (1)
THE FOLLOWING HINTS MAY HELP YOU TO SUCCEED
GROW
It`s about - helping , NOT telling
It`s about - letting it out , NOT hammering it in It`s about - unlocking people`s potentials It`s about - helping someone to get the best performance out of themselves It`s about - stepping back, and handing over the responsibility for improvement to the Learner It`s about - turning problems into guided learning experiences
Every time someone comes to you and has a question: Ask yourself: “Do I have to answer it, or could they answer it themselves?” But be aware that sometimes staff just needs your quick help and information. Overdoing it will not help.
GROW
GROW - Some hints for asking the
right questions (2)
Follow the train of thought of the coachee
Pay attention to the answers
Questions must be spontaneous Show real interest in the case of the coachee Understand, Summarise and take notes Don’t try to solve all the problems in one session
TO HELP THE LEARNER FIND THEIR OWN ANSWERS TO GET LEARNER TO TAKE OWNERSHIP OF THE PROCESS
Coaching: the art of asking questions
Spontaneous Raising coachee’s awareness Open Questions
GROW - Asking What questions When and What for
G Goal setting (mid- and long-term) R Reality Check - clarify the current situation O Options: discussing and settling on alternatives / ways / actions to reach the goal W What? When? Who? Will? What should be done? When by whom and does the will exist to do it?
Coaching For High Performance In The New Millennium
Why Coach? What does it mean to ?
To help someone to change their behavior in a way that they will be able to sustain, because it enables them to build on what they already know and do A response to to be leaner, flatter, faster, better etc As standards keep rising , managing to improve performance is the key to profitability and to achieving your business goals in an increasingly competitive world
problematic relations between employees
Remember!
As We Go Along Keep Thinking About One of Your Associates` and Any Related Live Coaching Issues for Real Role Play Later On
If you invested more time in „developing‟, would there be significant benefit to be gained in terms of:
Individual performances?
The team’s performance? Your performance as manager?
The performance of the organisation?
Your career within the organisation?
Do they live up to their potential?
Do you agree to the following statement?
“There is a gap between the actual performance and the potential of the employees I manage.”
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2)
Internal / Personal reasons
delegates work focuses on people rather than tasks
Reasons for being Doer (1) Traditional Manager Concept
Most managers do rather belong to the group of “Doers”. Reasons are as follows:
of
Goal?
GROW
Types of Goals: Long-Term and Mid-Term (1) Long-Term Goals / Visionary Goals
1. Characteristic: they are really big and ambitious, e.g.:
• become the market leader (corporate level), • become Chief Rep. (personal level), • winning a gold medal.
Welcome to this Workshop on
For High Performance” in the New Millennium
“Coaching
Agenda Of The Workshop
What do you know about “Coaching”? Me, the Manager
Coaching For High Performance In The New Millennium
Section
Core Skill of Coaching
Questions?
Please write down, when and why you
use questions.
Why Ask Questions?
The most important aim of coaching is:
Improve Performance
Coaching For High Performance
In The New Millennium
Definition Of Coaching
Coaching is helping people to develop and perform to their highest potential .
Role Play - You are the Coach
Let’s Brainstorm
Please write down what you know about “Coaching”
Coaching For High Performance
In The New Millennium
The Manager as Coach
Please chose () :
Yes
No
What Coaching can do?
Coaching is an important tool:
to help you to get a (better) developer. to narrow the gap between performance and potential of your staff.
Organisational Factors The Coaching Relationship Coach
Coaching in Action
Learner
What kind of Manager am I?
Please chose () :
A Doer does as much as possible himself focuses on tasks rather than people A Developer
GROW
GROW - Some hints for asking the right questions (1)
THE FOLLOWING HINTS MAY HELP YOU TO SUCCEED
GROW
It`s about - helping , NOT telling
It`s about - letting it out , NOT hammering it in It`s about - unlocking people`s potentials It`s about - helping someone to get the best performance out of themselves It`s about - stepping back, and handing over the responsibility for improvement to the Learner It`s about - turning problems into guided learning experiences