我如何做高绩效教练GROW模型电子教案
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中层管理人员grow教练模型应用案
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我如何做高绩效教练GROW模型分析
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 manconcept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2)
Internal / Personal reasons
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
The most important aim of coaching is:
Improve Performance
Coaching For High Performance
In The New Millennium
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。
我如何做高绩效教练GROW模型演示文稿
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:
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
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?
and perform to theiing 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
Reasons for being Doer (1)
Traditional Manager Concept
Most managers do rather belong to the group of “Doers”. Reasons are as follows:
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
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?
and perform to theiing 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
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
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. Ove. rdoing it will not help. 18
and perform to their highest potential .
.
12
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
.
9
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.”
NOT
TO GET INFORMATION FOR THE QUESTIONER
themselves?” But be aware that sometimes staff just needs your quick help and information. Ove. rdoing it will not help. 18
and perform to their highest potential .
.
12
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
.
9
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.”
NOT
TO GET INFORMATION FOR THE QUESTIONER
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
我如何做高绩效教练GROW模型
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
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?
TO HELP THE LEARNER FIND THEIR OWN TO GET LEARNER TO TAKE OWNERSHIP OF THE PROCESS
Coaching: the art of asking questions
Spontaneous Raising coachee’s awareness Open Questions
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
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
我如何做GROW成长教练步骤PPT课件
– 下切：让被教练者自己看到自己有那些 负面或无效的信念障碍了自己继续行动 下切：针对有关的负面信念作出区分 上堆：让对方看到作到目标后的价值
– 清晰被教练者下一步的行动,行动时间和 行动后效果
G= 理清目标提问
• 你有什么困感? (资料) • 你有什么事情现在不满意? (资料) • 你有什么问题还没解决? (资料) • 那你想怎么样?*** (资料) • 怎样得结果才是你满意? (资料) • 你想做到什么?*** (资料) • 你想解决什么问题? (资料)
区分不確定语言模式
扭曲: 人品和能力都不是很好的人 区分: 人品和能力都不是很好,有多不好?对公司有什
么影响,老板知道吗? 删减: 说这说那 区分: 他们对老板说什么?你怎么知道他们说这些?他
们对老板说一些对公司有帮助都没有? 归纳: 成天围着老板说这说那 区分: 成天是什么意思?你每天都和他们在一起吗?你
如何回应
• 担心课程没价值,没有行动(强化/建议)
• 我注意/感觉到你只是想做到(担心),你担心自己 学不到还是怕学了没有改变. 我相信你能做的. 你都能一步一步把你的企业做起来,来学习是为 了了解你过去的成功的模式如何有效支持你,你 是不会掉了你过去的经验能力.同时,你会发现如 何提升为你以后的发展做好准备.
好像对他们三个的工作有很大的不满?你想他们 怎样改变?
如何回应
• 知道自己的问题,认为不用改变/不想改变 –你都很清楚自己要改变的是什么. –你好像认为你的想法/舒服比你的目标更重要. –你不改变的话,你是否看到回影响(伤害)到你 最亲的人/员工/朋友? –你到底有多愿意达成你的目标/做的更好? –达成这目标/做的更好.对你有多重要?为什么?
• 上了课,最差会是什么?没了30个小时和3900元. 但是你起认识一些新朋友.但我相信你会有收获 的.
– 清晰被教练者下一步的行动,行动时间和 行动后效果
G= 理清目标提问
• 你有什么困感? (资料) • 你有什么事情现在不满意? (资料) • 你有什么问题还没解决? (资料) • 那你想怎么样?*** (资料) • 怎样得结果才是你满意? (资料) • 你想做到什么?*** (资料) • 你想解决什么问题? (资料)
区分不確定语言模式
扭曲: 人品和能力都不是很好的人 区分: 人品和能力都不是很好,有多不好?对公司有什
么影响,老板知道吗? 删减: 说这说那 区分: 他们对老板说什么?你怎么知道他们说这些?他
们对老板说一些对公司有帮助都没有? 归纳: 成天围着老板说这说那 区分: 成天是什么意思?你每天都和他们在一起吗?你
如何回应
• 担心课程没价值,没有行动(强化/建议)
• 我注意/感觉到你只是想做到(担心),你担心自己 学不到还是怕学了没有改变. 我相信你能做的. 你都能一步一步把你的企业做起来,来学习是为 了了解你过去的成功的模式如何有效支持你,你 是不会掉了你过去的经验能力.同时,你会发现如 何提升为你以后的发展做好准备.
好像对他们三个的工作有很大的不满?你想他们 怎样改变?
如何回应
• 知道自己的问题,认为不用改变/不想改变 –你都很清楚自己要改变的是什么. –你好像认为你的想法/舒服比你的目标更重要. –你不改变的话,你是否看到回影响(伤害)到你 最亲的人/员工/朋友? –你到底有多愿意达成你的目标/做的更好? –达成这目标/做的更好.对你有多重要?为什么?
• 上了课,最差会是什么?没了30个小时和3900元. 但是你起认识一些新朋友.但我相信你会有收获 的.
外企高绩效教练GROW模型(ppt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
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
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
2. Characteristic: External factors may be crucial: for achieving them factors matter, which you CANNOT control, e.g.:
Please chose () :
Yes
No
What Coaching can do?
Coaching is an important tool:
Improve Performance
Coaching For High
Definition Performance Of Coaching
In The New Millennium
Coaching is helping people to develop
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
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
2. Characteristic: External factors may be crucial: for achieving them factors matter, which you CANNOT control, e.g.:
Please chose () :
Yes
No
What Coaching can do?
Coaching is an important tool:
我如何用GROW模型用于绩效面谈路径课件
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？”
辅导谈Wh话at的步骤与原则Goal
获得承诺
维护自尊
WG
O
鼓励参与 Options
R 积极倾听 Reality
辅导谈话要注的意关员键工感原受则维护自尊
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
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？
GROW的意思是成长，帮助员工成长。
G（Goal setting）：
代表确认员工业绩目标；
R（Reality Check）：
是现状，要搞清楚目前的现状、客观事实是什么；寻找动因；
O（Options）：
代表寻找解决方案；
W （What? When? Who? Will? What should be done? When by whom and does the will exist to do it?）：
辅导过程当中的“六脉神剑”
鼓励赞赏
积极倾听
• 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？”
辅导谈Wh话at的步骤与原则Goal
获得承诺
维护自尊
WG
O
鼓励参与 Options
R 积极倾听 Reality
辅导谈话要注的意关员键工感原受则维护自尊
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
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？
GROW的意思是成长，帮助员工成长。
G（Goal setting）：
代表确认员工业绩目标；
R（Reality Check）：
是现状，要搞清楚目前的现状、客观事实是什么；寻找动因；
O（Options）：
代表寻找解决方案；
W （What? When? Who? Will? What should be done? When by whom and does the will exist to do it?）：
辅导过程当中的“六脉神剑”
鼓励赞赏
积极倾听
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
我如何做高绩效教练GROW模型
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
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
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
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?
Welcome to this Workshop on
Improve Performance
Coaching For High
Definition Performance Of Coaching
In The New Millennium
Coaching is helping people to develop
The traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
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
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?
Welcome to this Workshop on
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)
优选我如何做高绩效教练GROW模型ppt
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 For High Performance
In The New Millennium
G - Goal Setting R - Reality Check O - Options W - What, When, Who and Will
Role Play - You are the Coach
Let’s rm
Please write down
what you know
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
优选我如何做高绩效教练 GROW模型ppt
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
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 For High Performance
In The New Millennium
G - Goal Setting R - Reality Check O - Options W - What, When, Who and Will
Role Play - You are the Coach
Let’s rm
Please write down
what you know
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
优选我如何做高绩效教练 GROW模型ppt
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
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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.
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?
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?
我如何做高绩效教练GROW模 型
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 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
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
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
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
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 traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
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
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.
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?
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?
我如何做高绩效教练GROW模 型
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 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
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
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
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
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 traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
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