贝恩外企高绩效教练GROW模型
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外企高绩效教练GROW模型ppt
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
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
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.
2. Characteristic: External factors may be crucial: for achieving them factors matter, which you CANNOT control, e.g.:
Let’s Brainstorm
Please write down
what you know
about “Coaching”
Coaching For High
The Performance Manager as Coach
In The New Millennium
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
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.
2. Characteristic: External factors may be crucial: for achieving them factors matter, which you CANNOT control, e.g.:
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
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?
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
Trust Risk Control Satisfaction
Reasons for being a Doer (3) Time and Skills
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
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?
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
Trust Risk Control Satisfaction
Reasons for being a Doer (3) Time and Skills
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
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:
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?
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.
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.”
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:
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?
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.
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.”
好书分享——《高绩效教练》
——《高效演讲》
帮你聚焦核心目标，落实 推进，减少不理性的分心。
——《OKR工作法》
THANK. YOU
END
WILL 意愿
通过这组问题帮助对方做下一步计划
你要做什么
你下一步计划是什么 你打算什么时候开始 可能遇到的障碍是什么 你需要什么支持，谁能给你这些支持 你何时需要这些支持，如何获得支持 如果让你给自己采取行动的可能性打个分，是几分 调整哪个指标，可以提高行动的可能性
什么情况下可以使用GROW模型
OPTIONS 选择
这组问题帮对方尽可能多的找到各种各样的解决方案
你有哪些选择
一．为改变目前的情况，你能做什么 二．可供选择的方法有哪些 三．你曾经见过或听说过别人有哪些做法 四．哪一种选择你认为是最有可能成功的 五．这些选择的优缺点是什么 六．如果……（这样）会发生什么 七．最重要的一个问题是：还有吗
当有人找你询问怎么办的时候 当对方听不进任何建议的时候 当你认为对方缺乏自我责任的时候
收获总结
你的目标清晰了吗？ 你知道应该怎么达成目标了吗？ 回去后可以完成吗？ 学会教练辅导的方法了吗？
思考题
如果这一组辅导过后，对方放弃了目标 辅导是成功了还是失败了？
为什么？
书籍分享
抓住每个讲话的机会来展 现自我，让成功的可能性 无限增大。
WILL 意愿
●阐明行动计划 ●设立衡量标准 ●建立自我责任
GOAL 目标
●挖掘真相 ●澄清 ●理解
ห้องสมุดไป่ตู้
建立自我责任
●期望的成果是什么
Part03
怎么建立GROW模型
01 相信他人的潜能是不可衡量的 02 不评判、不引导、不介入 03 不问有责难意味的问题
帮你聚焦核心目标，落实 推进，减少不理性的分心。
——《OKR工作法》
THANK. YOU
END
WILL 意愿
通过这组问题帮助对方做下一步计划
你要做什么
你下一步计划是什么 你打算什么时候开始 可能遇到的障碍是什么 你需要什么支持，谁能给你这些支持 你何时需要这些支持，如何获得支持 如果让你给自己采取行动的可能性打个分，是几分 调整哪个指标，可以提高行动的可能性
什么情况下可以使用GROW模型
OPTIONS 选择
这组问题帮对方尽可能多的找到各种各样的解决方案
你有哪些选择
一．为改变目前的情况，你能做什么 二．可供选择的方法有哪些 三．你曾经见过或听说过别人有哪些做法 四．哪一种选择你认为是最有可能成功的 五．这些选择的优缺点是什么 六．如果……（这样）会发生什么 七．最重要的一个问题是：还有吗
当有人找你询问怎么办的时候 当对方听不进任何建议的时候 当你认为对方缺乏自我责任的时候
收获总结
你的目标清晰了吗？ 你知道应该怎么达成目标了吗？ 回去后可以完成吗？ 学会教练辅导的方法了吗？
思考题
如果这一组辅导过后，对方放弃了目标 辅导是成功了还是失败了？
为什么？
书籍分享
抓住每个讲话的机会来展 现自我，让成功的可能性 无限增大。
WILL 意愿
●阐明行动计划 ●设立衡量标准 ●建立自我责任
GOAL 目标
●挖掘真相 ●澄清 ●理解
ห้องสมุดไป่ตู้
建立自我责任
●期望的成果是什么
Part03
怎么建立GROW模型
01 相信他人的潜能是不可衡量的 02 不评判、不引导、不介入 03 不问有责难意味的问题
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.
外企高绩教材效教练GROW模型(英文版)
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
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
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?
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
Let’s Brainstorm
Please write down
what you know
about “Coaching”
Coaching For High
The Performance Manager as Coach
In The New Millennium
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
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?
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
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
贝恩-外企高绩效教练GROW模型
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?
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
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
You can coach yourself and/or your employees
Individual performances? The team’s performance? Your performance as manager? The performance of the organisation? Your career within the organisation?
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
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
You can coach yourself and/or your employees
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贝恩外企高绩效教练 GROW模型
2020/8/21
Agenda Of The Workshop
• What do you know about “Coaching”? • Me, the Manager
What kind of manager am I?
• Coaching - What does it mean?
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
6
Reasons for being Doer (2) Internal / Personal reasons
12
Coaching For High Performance
In The New Millennium
Why Coach? What does it mean to ?
13
Coaching For High Performance
In The New Millennium
Section
Core Skill of
If you invested more time in ‘developing’, would there be significant benefit to be gained in terms of:
• Individual performances?
• The team’s performance?
• Core Caching Skill - Asking Questions
• GROW - The Tool of Coaching
G - Goal Setting R - Reality Check O - Options W - What, When, Who and Will
• Role Play - You are the Coach
• Your performance as manager?
• The performance of the organisation?
• Your career within the
organisation?
9
Do they live up to their potential?
Do you agree to the following statement?
11
Coaching For High
Definition Performance Of Coaching
In The New Millennium
Coaching is helping people to develop
and perform to their highest potential .
“There is a gap between the actual performance and the potential of the employees I manage.”
Please chose (✓) :
Yes
No
10
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.
The most important aim of coaching is:
Improve Performance
• Trust • Risk • Control • Satisfaction
7
Reasons for being a Doer (3) Time and Skills
There are two main reasons, why they Do so:
• Time • Skills
8
Is being / becoming a developer worth the effort?
2
Let’sown
what you know about
“Coaching”
3
Coaching For High
The Performance Manager as Coach
In The New Millennium
Organisational Factors
Coaching
14
Questions?
Please write down, when and why you use questions.
15
Why Ask Questions?
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 PROCESS
The Coaching Relationship
Coach
Coaching in Action
Learner
4
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
• focuses on people rather than
tasks
5
Reasons for being Doer (1)
Traditional Manager Concept
Most managers do rather belong to the group of “Doers”. Reasons are as follows:
2020/8/21
Agenda Of The Workshop
• What do you know about “Coaching”? • Me, the Manager
What kind of manager am I?
• Coaching - What does it mean?
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
6
Reasons for being Doer (2) Internal / Personal reasons
12
Coaching For High Performance
In The New Millennium
Why Coach? What does it mean to ?
13
Coaching For High Performance
In The New Millennium
Section
Core Skill of
If you invested more time in ‘developing’, would there be significant benefit to be gained in terms of:
• Individual performances?
• The team’s performance?
• Core Caching Skill - Asking Questions
• GROW - The Tool of Coaching
G - Goal Setting R - Reality Check O - Options W - What, When, Who and Will
• Role Play - You are the Coach
• Your performance as manager?
• The performance of the organisation?
• Your career within the
organisation?
9
Do they live up to their potential?
Do you agree to the following statement?
11
Coaching For High
Definition Performance Of Coaching
In The New Millennium
Coaching is helping people to develop
and perform to their highest potential .
“There is a gap between the actual performance and the potential of the employees I manage.”
Please chose (✓) :
Yes
No
10
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.
The most important aim of coaching is:
Improve Performance
• Trust • Risk • Control • Satisfaction
7
Reasons for being a Doer (3) Time and Skills
There are two main reasons, why they Do so:
• Time • Skills
8
Is being / becoming a developer worth the effort?
2
Let’sown
what you know about
“Coaching”
3
Coaching For High
The Performance Manager as Coach
In The New Millennium
Organisational Factors
Coaching
14
Questions?
Please write down, when and why you use questions.
15
Why Ask Questions?
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 PROCESS
The Coaching Relationship
Coach
Coaching in Action
Learner
4
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
• focuses on people rather than
tasks
5
Reasons for being Doer (1)
Traditional Manager Concept
Most managers do rather belong to the group of “Doers”. Reasons are as follows: