外企高绩效教练GROW模型ppt
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外企高绩效教练GROW模型_2
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.
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
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
about “Coaching”
Coaching For High
The Performance Manager as Coach
In The New Millennium
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.
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
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
about “Coaching”
Coaching For High
The Performance Manager as Coach
In The New Millennium
我如何做高绩效教练GROW模型ppt课件
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:
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
6
Reasons for being Doer (2) Internal / Personal reasons
13
Coaching For High Performance
In The New Millennium
Section
Core Skill of
Coaching
14
Questions?
Please write down, when and why you use questions.
15
Why Ask Questions?
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
Some opportunities for coaching making a plan or decision solving a problem meetings with staff A verygopodrowbaleymofaftiincdrineglaotiuotnifscboeatcwhienegnisempopslsoibyleeeiss this:
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
6
Reasons for being Doer (2) Internal / Personal reasons
13
Coaching For High Performance
In The New Millennium
Section
Core Skill of
Coaching
14
Questions?
Please write down, when and why you use questions.
15
Why Ask Questions?
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
贝恩_外企高绩效教练GROW模型(PPT45页)
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?
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
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
There are two main reasons, why they Do so:
Time Skills
Is being / becoming a developer worth the effort?
Individual performances? The team’s performance? Your performance as manager? The performance of the organisation? Your career within the organisation?
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
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
There are two main reasons, why they Do so:
Time Skills
Is being / becoming a developer worth the effort?
绩效管理之GROW模型课件
ERA
GROW模型的优势与不足
优势：
明确目标： GROW模型帮助员工明确了解个人发展目标，从而制定出具体、可衡量 的行动计划。
促进沟通： GROW模型强调上下级之间的沟通，有助于建立良好的工作关系和信任 。
GROW模型的优势与不足
• 持续改进： 通过定期回顾和调整目标，该模型鼓励持续的 个人和团队成长。
03
通过使用GROW模型，员工可以更好 地了解自己的职业发展方向和目标， 制定出更加具体、可行的发展计划， 并采取有效的行动来实现目标。同时 ，领导层也可以通过GROW模型更好 地了解员工的职业需求和发展潜力， 为员工提供更加有针对性的支持和指 导，促进员工的个人和职业发展。
02
GROW模型的四个阶段
总结词
制定行动计划是GROW模型的关键环节 ，需要明确具体的行动步骤和时间表。
VS
详细描述
在制定行动计划阶段，管理者和员工需要 共同制定具体的行动步骤和时间表，以确 保员工能够实现目标。行动计划应该明确 具体，具有可行性和可达成性，并且与员 工的工作职责和职业发展相一致。此外， 行动计划应该包括培训、辅导和支持等方 面的安排，以帮助员工实现目标。
行动计划实施与监控（W）
总结词
行动计划实施与监控阶段是绩效管理的核心 环节，需要持续跟进、反馈和调整。
详细描述
在行动计划实施与监控阶段，管理者需要持 续跟进员工的执行情况，提供及时的反馈和 调整建议。员工也需要主动跟进自己的工作 进展，及时调整行动计划。通过持续的跟进 和反馈，可以帮助员工及时发现和解决问题 ，提高工作绩效。同时，也可以为绩效评估 和奖励提供依据。
方案制定
根据目标分析和资源情况，制 定具体的行动方案，包括销售 策略、市场拓展计划等。
GROW模型的优势与不足
优势：
明确目标： GROW模型帮助员工明确了解个人发展目标，从而制定出具体、可衡量 的行动计划。
促进沟通： GROW模型强调上下级之间的沟通，有助于建立良好的工作关系和信任 。
GROW模型的优势与不足
• 持续改进： 通过定期回顾和调整目标，该模型鼓励持续的 个人和团队成长。
03
通过使用GROW模型，员工可以更好 地了解自己的职业发展方向和目标， 制定出更加具体、可行的发展计划， 并采取有效的行动来实现目标。同时 ，领导层也可以通过GROW模型更好 地了解员工的职业需求和发展潜力， 为员工提供更加有针对性的支持和指 导，促进员工的个人和职业发展。
02
GROW模型的四个阶段
总结词
制定行动计划是GROW模型的关键环节 ，需要明确具体的行动步骤和时间表。
VS
详细描述
在制定行动计划阶段，管理者和员工需要 共同制定具体的行动步骤和时间表，以确 保员工能够实现目标。行动计划应该明确 具体，具有可行性和可达成性，并且与员 工的工作职责和职业发展相一致。此外， 行动计划应该包括培训、辅导和支持等方 面的安排，以帮助员工实现目标。
行动计划实施与监控（W）
总结词
行动计划实施与监控阶段是绩效管理的核心 环节，需要持续跟进、反馈和调整。
详细描述
在行动计划实施与监控阶段，管理者需要持 续跟进员工的执行情况，提供及时的反馈和 调整建议。员工也需要主动跟进自己的工作 进展，及时调整行动计划。通过持续的跟进 和反馈，可以帮助员工及时发现和解决问题 ，提高工作绩效。同时，也可以为绩效评估 和奖励提供依据。
方案制定
根据目标分析和资源情况，制 定具体的行动方案，包括销售 策略、市场拓展计划等。
绩效管理之GROW模型课件
详细描述：在分析现状的基础上，员工和上级应明确改 进的空间和潜力，为制定方案提供方向。
制定方案（O）
在此添加您的文本17字
总结词：创新思维
在此添加您的文本16字
详细描述：在制定方案阶段，鼓励员工发挥创新思维，提 出切实可行的解决方案，以克服现有的问题和障碍。
在此添加您的文本16字
总结词：多方案比较与选择
在此添加您的文本16字
详细描述：对提出的多个方案进行比较和评估，选择最符 合目标要求且可行性高的方案。
在此添加您的文本16字
总结词：资源整合与分配
在此添加您的文本16字
详细描述：根据选定的方案，合理整合和分配资源，确保 方案的顺利实施。
行动计划（W）
总结词
明确行动步骤
详细描述
在行动计划阶段，制定具体的行动 步骤和时间表，确保方案的落地实 施。
设定教师教学能力的提 升目标，包括教学方法、
课堂管理等方面。
对教师的教学现状进行 深入分析，找出存在的
问题和不足。
制定具体的培训计划， 包括参加教学研讨会、 观摩优秀教师的教学等。
定期对教师的教学能力 进行评估和反馈，鼓励
教师持续改进。
案例三：某医院医生工作效率的提升
目标设定（G）
设定医生工作效率的提升目标 ，包括诊断准确率、手术成功
总结词
责任与分工明确
详细描述
明确员工在实施计划中的责任和分工 ，确保计划的顺利推进。
总结词
监控与调整
详细描述
在实施过程中，对计划的进展进行 监控，及时调整和优化计划，以确 保目标的达成。
03 GROW模型的应用案例
案例一：某公司销售团队的绩效提升
01
02
03
制定方案（O）
在此添加您的文本17字
总结词：创新思维
在此添加您的文本16字
详细描述：在制定方案阶段，鼓励员工发挥创新思维，提 出切实可行的解决方案，以克服现有的问题和障碍。
在此添加您的文本16字
总结词：多方案比较与选择
在此添加您的文本16字
详细描述：对提出的多个方案进行比较和评估，选择最符 合目标要求且可行性高的方案。
在此添加您的文本16字
总结词：资源整合与分配
在此添加您的文本16字
详细描述：根据选定的方案，合理整合和分配资源，确保 方案的顺利实施。
行动计划（W）
总结词
明确行动步骤
详细描述
在行动计划阶段，制定具体的行动 步骤和时间表，确保方案的落地实 施。
设定教师教学能力的提 升目标，包括教学方法、
课堂管理等方面。
对教师的教学现状进行 深入分析，找出存在的
问题和不足。
制定具体的培训计划， 包括参加教学研讨会、 观摩优秀教师的教学等。
定期对教师的教学能力 进行评估和反馈，鼓励
教师持续改进。
案例三：某医院医生工作效率的提升
目标设定（G）
设定医生工作效率的提升目标 ，包括诊断准确率、手术成功
总结词
责任与分工明确
详细描述
明确员工在实施计划中的责任和分工 ，确保计划的顺利推进。
总结词
监控与调整
详细描述
在实施过程中，对计划的进展进行 监控，及时调整和优化计划，以确 保目标的达成。
03 GROW模型的应用案例
案例一：某公司销售团队的绩效提升
01
02
03
高绩效教练GROW模型PPT课件
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
.
6
Reasons for being Doer (2)
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.
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:
The most important aim of coaching is:
Improve Performance
.
11
Coaching For High
Definition Performance Of Coaching
In The New Millennium
Coaching is helping people to develop
managing = Giving Orders managing = controlling managing = solving problems yourself
.
6
Reasons for being Doer (2)
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.
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:
The most important aim of coaching is:
Improve Performance
.
11
Coaching For High
Definition Performance Of Coaching
In The New Millennium
Coaching is helping people to develop
外企高绩效教练GROW模型(ppt 45页)(英文).PPT
• You can coach yourself and/or your employee
Some opportunities for coaching making a plan or decision solving a problem meetings with staff A very good wparyoobflefimndaitnigc oreultaitficoonaschbientgwiesepnosesmibpleloiysetheiss:
and perform to their highest potential .
Coaching For High Performance
In The New Millennium
Why Coach? What does it mean to ?
Coaching For High Performance
for achieving them factors matter, which you CANNOT
control, e.g.:
•
performance of competitors / corporate level
•
helpful relations of competitors for the Chief Rep. Position / personal
• 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
Some opportunities for coaching making a plan or decision solving a problem meetings with staff A very good wparyoobflefimndaitnigc oreultaitficoonaschbientgwiesepnosesmibpleloiysetheiss:
and perform to their highest potential .
Coaching For High Performance
In The New Millennium
Why Coach? What does it mean to ?
Coaching For High Performance
for achieving them factors matter, which you CANNOT
control, e.g.:
•
performance of competitors / corporate level
•
helpful relations of competitors for the Chief Rep. Position / personal
• 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
绩效管理之GROW模型课件
02
GROW模型由四个步骤组成：明 确目标（G）、评估现状（R）、 制定行动计划（O）和实施计划 （W）。
GROW模型的应用范围
GROW模型适用于各种组织，包括 企业、政府机构、非营利组织等。
GROW模型不仅适用于个人绩效管理 ，也适用于团队和组织层面的绩效管 理。
GROW模型的价值和意义
GROW模型有助于员工和领导 之间建立清晰、有效的沟通， 促进共同理解和目标的达成。
GROW模型未来的发展趋势和展望
展望：
输标02入题
进一步拓展应用范围：未来GOWR模型的应用范围将 进一步拓展，不仅局限于个体层面的绩效管理，还将 广泛应用于团队和组织层面的绩效管理。
01
03
持续创新和发展：随着实践的不断深入和创新， GOWR模型将不断优化和发展，以适应组织发展的需
求和变化。
04
如何制定策略（O）
总结词
目标导向、可行性、创新性、灵活性
详细描述
制定策略要目标导向，确保策略与目标的实现紧密相关；策略应具有可行性，考虑到资 源、能力和时间的限制；同时要鼓励创新，寻求新的方法和思路；最后，策略应保持灵
活性，能够应对不可预见的变化和挑战。
如何制定行动计划（W）
总结词
具体性、时间性、责任人、反馈机制
持续改进
GOWR模型是一个持续的过程， 有模型的优势与不足
不足：
适用范围有限：GOWR模型主要适用于个体层面的绩效 管理，对于团队和组织层面的绩效管理效果有限。
实施难度：GOWR模型实施起来有一定难度，需要管理 者具备相应的技能和经验。
缺乏灵活性：GOWR模型流程相对固定，难以适应不同 情境下的绩效管理需求。
2023 WORK SUMMARY
GROW模型由四个步骤组成：明 确目标（G）、评估现状（R）、 制定行动计划（O）和实施计划 （W）。
GROW模型的应用范围
GROW模型适用于各种组织，包括 企业、政府机构、非营利组织等。
GROW模型不仅适用于个人绩效管理 ，也适用于团队和组织层面的绩效管 理。
GROW模型的价值和意义
GROW模型有助于员工和领导 之间建立清晰、有效的沟通， 促进共同理解和目标的达成。
GROW模型未来的发展趋势和展望
展望：
输标02入题
进一步拓展应用范围：未来GOWR模型的应用范围将 进一步拓展，不仅局限于个体层面的绩效管理，还将 广泛应用于团队和组织层面的绩效管理。
01
03
持续创新和发展：随着实践的不断深入和创新， GOWR模型将不断优化和发展，以适应组织发展的需
求和变化。
04
如何制定策略（O）
总结词
目标导向、可行性、创新性、灵活性
详细描述
制定策略要目标导向，确保策略与目标的实现紧密相关；策略应具有可行性，考虑到资 源、能力和时间的限制；同时要鼓励创新，寻求新的方法和思路；最后，策略应保持灵
活性，能够应对不可预见的变化和挑战。
如何制定行动计划（W）
总结词
具体性、时间性、责任人、反馈机制
持续改进
GOWR模型是一个持续的过程， 有模型的优势与不足
不足：
适用范围有限：GOWR模型主要适用于个体层面的绩效 管理，对于团队和组织层面的绩效管理效果有限。
实施难度：GOWR模型实施起来有一定难度，需要管理 者具备相应的技能和经验。
缺乏灵活性：GOWR模型流程相对固定，难以适应不同 情境下的绩效管理需求。
2023 WORK SUMMARY
绩效管理之GROW模型23 优质课件
代表制定行动计划和评审时间。
GROW模型的具体内容
GROW代表辅导的一个程序，你要向员工陈述你的谈话目的， 不要让员工觉得云里雾里，所以由以下几个步骤组成：
第一步 G 要清楚向员工陈述谈话的目的
第二步 R
描述发现的问题
-
要求员工分析原因，避免盲目下结论
设身处地地倾听
第三步 O 解决方案,最重要的是要询问员工对问题的看法以及解决方案； 通过提问鼓励创造性思考“还有没有更好的做法。
GROW模型浅析
GROW模型的概念
GROW模型是锻练技巧中常用的有效对象之一 GROW用于指导他人，围绕设定目标和寻找解决规划的有效对象，经由过程锻练式辅 导、帮助和启发，推动他人自行负责地找到答案并断定解决方案并有效执行。
GROW模型分条解析
GROW的意思是成长，帮助员工Fra bibliotek长。G（Goal setting）：
最后 W 与员工一起商讨行动计划，制定下一次的时间 感谢员工并表达你对他的信心。
GROW模型图
GROW模型实践 —依托GROW模型可以在绩效沟通中提出的问题
Goals目标断定：
1. 从长远看，你要达到什么目标？ 2. 你怎么可以知道你达到目标了？你会看到什么、听到什么、感 触感染到什么，才干让你知道你取得了进展？将会完成什么样的步 履或者成果？ 3. 对于这个/这些目标，你小我有多大的把握或影响力？ 4. 在达到这个/这些目标的过程中，有什么可以作为里程碑？ 5. 你想到什么时辰杀青这个目标？ 6. 这个目标是积极的、有挑衅性的、可达到的吗？ 7. 你怎么来衡量它？
我们对我们的经理们提出的问题
• 我能信赖您吗？ • 您关心我吗？ • 您能坚持这样吗？
GROW模型的具体内容
GROW代表辅导的一个程序，你要向员工陈述你的谈话目的， 不要让员工觉得云里雾里，所以由以下几个步骤组成：
第一步 G 要清楚向员工陈述谈话的目的
第二步 R
描述发现的问题
-
要求员工分析原因，避免盲目下结论
设身处地地倾听
第三步 O 解决方案,最重要的是要询问员工对问题的看法以及解决方案； 通过提问鼓励创造性思考“还有没有更好的做法。
GROW模型浅析
GROW模型的概念
GROW模型是锻练技巧中常用的有效对象之一 GROW用于指导他人，围绕设定目标和寻找解决规划的有效对象，经由过程锻练式辅 导、帮助和启发，推动他人自行负责地找到答案并断定解决方案并有效执行。
GROW模型分条解析
GROW的意思是成长，帮助员工Fra bibliotek长。G（Goal setting）：
最后 W 与员工一起商讨行动计划，制定下一次的时间 感谢员工并表达你对他的信心。
GROW模型图
GROW模型实践 —依托GROW模型可以在绩效沟通中提出的问题
Goals目标断定：
1. 从长远看，你要达到什么目标？ 2. 你怎么可以知道你达到目标了？你会看到什么、听到什么、感 触感染到什么，才干让你知道你取得了进展？将会完成什么样的步 履或者成果？ 3. 对于这个/这些目标，你小我有多大的把握或影响力？ 4. 在达到这个/这些目标的过程中，有什么可以作为里程碑？ 5. 你想到什么时辰杀青这个目标？ 6. 这个目标是积极的、有挑衅性的、可达到的吗？ 7. 你怎么来衡量它？
我们对我们的经理们提出的问题
• 我能信赖您吗？ • 您关心我吗？ • 您能坚持这样吗？
高绩效教练GROW模型参考PPT
Welcome to this Workshop on
“Coaching For High Performance”
in the New Millennium
1
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
G - Goal Setting R - Reality Check O - Options W - What, When, Who and Will
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.
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?
“Coaching For High Performance”
in the New Millennium
1
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
G - Goal Setting R - Reality Check O - Options W - What, When, Who and Will
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.
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?
高绩效教练GROW模型ppt课件
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.
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.”
and perform to their highest potential .
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
Role Play - You are the Coach
Let’s Brainstorm
Please write down
what you know
about “Coaching”
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.
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.”
and perform to their highest potential .
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
Role Play - You are the Coach
Let’s Brainstorm
Please write down
what you know
about “Coaching”
外企高绩效教练GROW模型
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 people
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 - 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
Goal?
我如何做高绩效教练GROW模型 ppt课件
2. Characteristic: External factors may be crucial: for achieving them factors matter, which you CANNOT control, e.g.:
The most important aim of coaching is:
Improve Performance
Coaching For High
Definition Performance Of Coaching
In The New Millenniumபைடு நூலகம்
Coaching is helping people to develop
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
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
Organisational Factors
The Coaching Relationship
The most important aim of coaching is:
Improve Performance
Coaching For High
Definition Performance Of Coaching
In The New Millenniumபைடு நூலகம்
Coaching is helping people to develop
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
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
Organisational Factors
The Coaching Relationship
我如何用GROW模型用于绩效面谈路径ppt课件
Goals目标断定：
1. 从长远看，你要达到什么目标？ 2. 你怎么可以知道你达到目标了？你会看到什么、听到什么、感触感染到什么，才 干让你知道你取得了进展？将会完成什么样的步履或者成果？ 3. 对于这个/这些目标，你小我有多大的把握或影响力？ 4. 在达到这个/这些目标的过程中，有什么可以作为里程碑？ 5. 你想到什么时辰杀青这个目标？ 6. 这个目标是积极的、有挑衅性的、可达到的吗？ 7. 你怎么来衡量它？
• 与员工一起商讨行动 计划
• 制订下一次评审的时 间
• 感谢并表达你对他的 信心
• 询问员工对问题的看法以及解决方案 • 通过提问鼓励创造性思考 “还有没有更好的做
法？”
3
What 辅导谈话的步获骤得与承原诺则
W
Goal 维护自尊
G
O
鼓励参与 Options
R
积极倾听 Reality
4
辅导谈话的关键原则
GROW模型
结语： 每一个优良的辅导者都应当是一个很好的锻练，我们可以在本身的工作和 生活生计中应用这些锻练的原则和技巧，包含对本身和他人。 若是你等待提拔本身的锻练才能，不妨对本身或部属，针对这四个步调和 这些题目真正的做一次实践，也只有如许才干感触感染到锻练的力量！
薪酬绩效要求员工分析原因避免过早下结论growgoal确定绩效目标option探讨方案what确定下一步行动计划reality评价实际表现过去当前辅导谈话的步骤与原则what获得承诺积极倾听reality鼓励参与optionsgoal维护自尊辅导谈话的关键原则要注意员工感受维护自尊设身处地积极倾听意见并作出反应与员工分享并鼓励参与获得承诺员工的想法感受及建议辅导过程当中的六脉神剑乐于分享辅导能力达成一致积极倾听提出问题给予反馈鼓励赞赏grow模型的概念grow模型是锻练技巧中常用的有效对象之一grow用亍指导他人围绕设定目标和寻找解决规划的有效对象经由过程锻练式辅导帮助和吭发推动他人自行负责地找到答案并断定解决方案并有效执行
1. 从长远看，你要达到什么目标？ 2. 你怎么可以知道你达到目标了？你会看到什么、听到什么、感触感染到什么，才 干让你知道你取得了进展？将会完成什么样的步履或者成果？ 3. 对于这个/这些目标，你小我有多大的把握或影响力？ 4. 在达到这个/这些目标的过程中，有什么可以作为里程碑？ 5. 你想到什么时辰杀青这个目标？ 6. 这个目标是积极的、有挑衅性的、可达到的吗？ 7. 你怎么来衡量它？
• 与员工一起商讨行动 计划
• 制订下一次评审的时 间
• 感谢并表达你对他的 信心
• 询问员工对问题的看法以及解决方案 • 通过提问鼓励创造性思考 “还有没有更好的做
法？”
3
What 辅导谈话的步获骤得与承原诺则
W
Goal 维护自尊
G
O
鼓励参与 Options
R
积极倾听 Reality
4
辅导谈话的关键原则
GROW模型
结语： 每一个优良的辅导者都应当是一个很好的锻练，我们可以在本身的工作和 生活生计中应用这些锻练的原则和技巧，包含对本身和他人。 若是你等待提拔本身的锻练才能，不妨对本身或部属，针对这四个步调和 这些题目真正的做一次实践，也只有如许才干感触感染到锻练的力量！
薪酬绩效要求员工分析原因避免过早下结论growgoal确定绩效目标option探讨方案what确定下一步行动计划reality评价实际表现过去当前辅导谈话的步骤与原则what获得承诺积极倾听reality鼓励参与optionsgoal维护自尊辅导谈话的关键原则要注意员工感受维护自尊设身处地积极倾听意见并作出反应与员工分享并鼓励参与获得承诺员工的想法感受及建议辅导过程当中的六脉神剑乐于分享辅导能力达成一致积极倾听提出问题给予反馈鼓励赞赏grow模型的概念grow模型是锻练技巧中常用的有效对象之一grow用亍指导他人围绕设定目标和寻找解决规划的有效对象经由过程锻练式辅导帮助和吭发推动他人自行负责地找到答案并断定解决方案并有效执行
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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.:
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.
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 people
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
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:
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.”
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 perfபைடு நூலகம்rmance and potential of your staff.
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
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
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?
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
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?
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
and perform to their highest potential .
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)
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
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
-
Asking
What
GROW
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
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.:
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.
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 people
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
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:
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.”
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 perfபைடு நூலகம்rmance and potential of your staff.
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
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
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?
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
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?
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
and perform to their highest potential .
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)
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
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
-
Asking
What
GROW
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