外企高绩效教练GROW模型(英文版)
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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
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
A long-term goal is desirable: Having one is motivating. It can be the inspiration for our mid-term / performance related goals.
type of
GROW
Goal?
Types of Goals: Long-Term and Mid-Term (2)
2. Characteristic: External factors may be crucial: 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 level
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?
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
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: 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
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?
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.
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.”
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
In The New Millennium
Section
Core Skill of
Coaching
Questions?
Please write down, when and why you use questions.
Why Ask Questions?
NOT
TO GET INFORMATION FOR THE QUESTIONER
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
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 traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
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
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.
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 very gopordowblaeymoaf tfiincdrienlgatoiuotnisf cboeatcwheinegniesmpopslsoiybeleeiss this:
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.
about “Coaching”
Coaching For High
The Performance Manager as Coach
In The New Millennium
Organisational Factors
The Coaching Relationship
Coach
Coaching in Action
Remember!
GROW
-
Asking
What
GROW
questions
When and What for
G Goal setting (mid- and long-term)
R Reality Check - clarify the current situation
Leabharlann Baidu
O Options: discussing and settling on alternatives / ways / actions to reach the goal
Coaching For High Performance
In The New Millennium
Why Coach? What does it mean to ?
Coaching For High Performance
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
A long-term goal is desirable: Having one is motivating. It can be the inspiration for our mid-term / performance related goals.
type of
GROW
Goal?
Types of Goals: Long-Term and Mid-Term (2)
2. Characteristic: External factors may be crucial: 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 level
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?
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
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: 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
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?
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.
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.”
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
In The New Millennium
Section
Core Skill of
Coaching
Questions?
Please write down, when and why you use questions.
Why Ask Questions?
NOT
TO GET INFORMATION FOR THE QUESTIONER
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
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 traditional concept of management:
managing = Giving Orders managing = controlling managing = solving problems yourself
Reasons for being Doer (2) Internal / Personal reasons
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
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.
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 very gopordowblaeymoaf tfiincdrienlgatoiuotnisf cboeatcwheinegniesmpopslsoiybeleeiss this:
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.
about “Coaching”
Coaching For High
The Performance Manager as Coach
In The New Millennium
Organisational Factors
The Coaching Relationship
Coach
Coaching in Action
Remember!
GROW
-
Asking
What
GROW
questions
When and What for
G Goal setting (mid- and long-term)
R Reality Check - clarify the current situation
Leabharlann Baidu
O Options: discussing and settling on alternatives / ways / actions to reach the goal