外企高绩效教练GROW模型()
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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.”
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?
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.
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
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模型下载.ppt
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?
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:
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.
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:
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?
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:
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.
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:
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
高绩效教练
· 教练是情商的实践
能够帮助高情商领导者为他们的团队创造一个有意义的旅程的指导原则。
01
面向未来的成功领导者将以教练方式 引领而不是通过指挥和控制。
02
领导方式决定绩效表现，教练型领导 方式激发最高的绩效。
03
帮助他人培养自我觉察、自我责任， 由此，他们的自我信念将奠定他们未 来的领导力的基石。
04
组织运营的外部环境正在发生快速变 化，这些变化在很大程度上超出了公 司甚至国家的控制范围。
· 作为教练的领导者
领导者给团队的感受必须 是支持，而不是威胁。
· 作为教练的领导者 传统的管理
· 作为教练的领导者
命令
• 很多发号施令者源于家庭环境、教育环境，父母 或教师的风格相关。如果我们没有按照指令去做， 就会挨打。时间久了，我们也继承下来。
问题的功能
· 强有力的问题
开放式问题
• 开放式问题要求描述性的答案，从而提升觉察，更加有效地 产生觉察和责任感；而封闭式问题则是要求绝对准确的回答， 这“是”与“否”的答案关闭了进一步探索细节的大门。
疑问词
• 比如“什么”“何时”“谁”“多少”。不建议使用“为什 么”，因为它经常意味着评并会引发防御心理。使用“为什么” 和“如何”时，不合适的问题会引发分析性思考，这可能会适 得其反。
· 觉察与责任感——激发学习
把觉察和责任感结合起来
左图说明了当领导者按照 两个简单却重要的概念进 行教练（也就是提升觉察 与责任感）时，它们的益 处是多分支、多方面的。 从上到下的箭头说明产生 高绩效的事件顺序。
PA R T. 0 3
· 强有力的问题
告知或提出封闭式的问题， 人们就不会去主动思考； 提出开放式的问题，人们 自然会思考。
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:
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(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
外企高绩效教练GROW模型
Manager
as
Coach
Organisational Factors
The Coaching Relationship
Coach
Coaching in Action
Learner
精品课件
What kind of Manager am I?
A Doer
Please chose (✓) :
does as much as possible himself
Role Play - Yo精u品课
Please write down
what you know about
“Coaching”
精品课件
Coaching
For High
The Performance
In The New Millennium
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
精品课件
Reasons for being Doer (2) Internal / Personal reasons
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.”
Trust Risk Control Satisfaction
最新整理外企高绩效教练grow模型.ppt
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
Coaching For High Performance
In The New Millennium
Section
Core Skill of
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?
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
focuses on people rather than tasks
Reasons for being Doer (1)
Traditional Manager Concept
Improve Performance
Coaching For High
Definition Performance Of Coaching
In The New Millennium
Coaching is helping people to develop
Coaching For High Performance
In The New Millennium
Section
Core Skill of
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?
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
focuses on people rather than tasks
Reasons for being Doer (1)
Traditional Manager Concept
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.
GROW模型
GROW模型很多人学习教练，特别是企业管理人员，首先会了解和接触GROW教练模型。
这也是企业管理人员使用教练比较普遍的一个教练模型。
这个模型最早由英国的教练约翰惠特默（John·Whitmore）在他的书《Coaching for Performance》（中文版为《高绩效教练》）中提出，这个模型本质是为我们教练提供了一个提问的次序，但在很多日常的学习及使用过程中，大部分的时候，大部分的教练都混淆了这个模型的真正用法。
事实上，约翰惠特默在他的书中提到了，远比GROW模型更重要的，是建立被教练者的觉察力和责任感。
这就是我一再强调的教练发生效果的三个方式中的前两个：承责和觉察。
在约翰惠特默的书里，GROW异常简单。
G:目标设定；R:现状分析；O:方案选择；W:行动计划；当然，这也为初学者提供了一个指南，一个提问的方向和顺序，一个谈话的框架。
因此，简单就变得容易上手，但简单也带来一个问题，如何做出效果？特别是比这个模型（提问的次序）更重要的：建立承责和创造觉察，该如何实现？如果没有承责，就无法教练；如果没有觉察，教练对话就不会有转折。
这两者，都是发生在被教练者的内在，Ttimothy·Gallwey早就说了“教练是一个内在游戏”。
当我们只是重视GROW的时候，你会发现，这个提问的次序是一个关于外在的处理具体事件内容的流程。
而教练的工作内容是关于“内在游戏”的，是一个内在游戏进程，我们需要深入人心来展开工作。
教练对话，是一个释放潜能促进表现的对话，这个对话的目的和效果就是在此。
释放潜能，意思是发现更多的可能性；促进表现，就是实现可能性。
这两个，都需要通过排除内在的干扰，探索新的内在思想框架，优化投入度来实现。
因此，教练对话中，如果说有一个次序或者步骤，那么首先就是找出当下被教练者想要实现的是什么，这个目标，是关于当下的，此时此刻的；第二，发现阻碍我们实现目标的内在游戏；第三，做出选择如何来应对；第四，当下的行动，让改变发生。
外企高绩效教练grow模型培训PPT课件教程
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
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:
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2)
Internal / Personal reasons
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.”
For High Performance” in the New Millennium
“Coaching
Agenda Of The Workshop
What do you know about “Coaching”? Me, the Manager
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:
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2)
Internal / Personal reasons
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.”
外企高绩效教练GROW模型(1)
You can coach yourself and/or your employees
Some opportunities for coaching
making a plan or decision
solving a problem
meetings with staff A very gopordowblaeymoaf tfiincdrienlgaotiuotnisf cboeatcwheinegnisempopslsoiybeleeiss this:
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.
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?
questions
When and What for
G Goal setting (mid- and long-term)
Some opportunities for coaching
making a plan or decision
solving a problem
meetings with staff A very gopordowblaeymoaf tfiincdrienlgaotiuotnisf cboeatcwheinegnisempopslsoiybeleeiss this:
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.
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?
questions
When and What for
G Goal setting (mid- and long-term)
《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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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
Section
Core Skill of
Coaching
Questions?
Please write down, when and why you use questions.
Why Ask Questions?
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
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
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
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
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
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?
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.
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
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
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 HELቤተ መጻሕፍቲ ባይዱ YOU TO SUCCEED
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.:
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
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.
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
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
Do they live up to their potential?
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
Section
Core Skill of
Coaching
Questions?
Please write down, when and why you use questions.
Why Ask Questions?
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
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
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
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
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
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?
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.
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
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
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 HELቤተ መጻሕፍቲ ባይዱ YOU TO SUCCEED
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.:
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
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.
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
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
Do they live up to their potential?