外企高绩效教练相关教材(英文版)(ppt 46页)

• 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
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
• 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
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.
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
• You can coach yourself and/or your employees
Some opportunities for coaching making a plan or decision solving a problem meetings with staff A verygopodrowbaleymofaftiincdrineglaotiuotnifscboeatcwhienegnisempopslsoibyleeeiss this:
Organisational Factors
The Coaching Relationship
Coach
Coaching in Action
Learner
What kind of Manager am I?
A Doer
Please chose () :
• does as much as possible himself • focuses on tasks rather than
Remember!
As We Go Along Keep Thinking About One of Your Associates` and Any Related Live Coaching Issues for Real
Role Play Later On
" GROW" Model
GROW
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
• 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 effort?
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
Coaching is helping people to develop
and perform to their highest potential .
Coaching For High Performance
In The New Millennium
Why Coach? What does it mean to ?
• 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
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.
Welcome to this Workshop on
“Coaching For High Performance” in the New Millennium
Agenda Of The Workshop
• What do you know about “Coaching”? • Me, the Manager
experiences
GROW - Some hints for asking the
right questions (2)
GROW
• 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
NOT
TO GET INFORMATION FOR THE QUESTIONER
BUT
TO DEVELOP THE LEARNER`S AWARENESS TO SHARPEN THE LEARNER`S FOCUS TO STIMULATE LEARNER`S RESPONSIBILITY TO HELP THE LEARNER FIND THEIR OWN ANSWERS TO GET LEARNER TO TAKE OWNERSHIP OF THE
-
Asking
What
GROW
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
Coaching For High Performance
In The New Millennium
Section
Core Skill of
Coaching
Questions?
Please write down, when and why you use quests?
• 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
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.”
potential of your staff.
The most important aim of coaching is:
Improve Performance
Coaching For High
Definition Performance Of Coaching
In The New Millennium
What kind of manager am I?
• Coaching - What does it mean? • Core Caching Skill - Asking Questions • GROW - The Tool of Coaching
G - Goal Setting R - Reality Check O - Options W - What, When, Who and Will
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
people
A Developer
• 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: