貝恩_外企高績效教練GROW模型（45頁)ppt課件

1、Welcome to this Workshop on “Coaching For High Performancein the New Millennium.What do you know about “Coaching?Me, the ManagerWhat kind of manager am I?Coaching - What does it mean?Core Caching Skill - Asking QuestionsGROW - The Tool of CoachingG - Goal SettingR - Reality CheckO - OptionsW - What,

2、 When, Who and Will Role Play - You are the CoachAgenda Of The Workshop .Lets BrainstormPlease write down what you know about “Coaching.The Manager as CoachCoachingin ActionLearnerCoachOrganisational FactorsThe Coaching RelationshipCoachingFor HighPerformance In The New Millennium.What kind of Manag

3、er am I?does as much as possible himselffocuses on tasks rather than peopledelegates work focuses on people rather than tasksPlease chose () :A DoerA Developer.Reasons for being Doer (1) Traditional Manager ConceptThe traditional concept of management: managing = Giving Ordersmanaging = controllingm

4、anaging = solving problems yourselfMost managers do rather belong to the group of “Doers. Reasons are as follows:.Reasons for being Doer (2) Internal / Personal reasonsTrustRiskControlSatisfaction.TimeSkillsReasons for being a Doer (3) Time and SkillsThere are two main reasons, why they Do so: .Is b

5、eing / becoming a developer worth the effort?Individual performances?The teams performance?Your performance as manager?The performance of the organisation?Your career within the organisation?If you invested more time in developing, would there be significant benefit to be gained in terms of:.Do they

6、 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.YesNoPlease chose () :.What Coaching can do? to help you to get a (better) developer.to narrow the gap between performance and potential of y

7、our staff.The most important aim of coaching is: Improve PerformanceCoaching is an important tool:.Definition Of CoachingCoaching is helping people to develop and perform to their highest potential .CoachingFor HighPerformance In The New Millennium.Why Coach? What does it mean to ?To help someone to

8、 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 doA response to to be leaner, flatter, faster, better etcAs standards keep rising , managing to improve performance is the key to profitability and to achieving your busi

9、ness goals in an increasingly competitive worldCoachingFor HighPerformance In The New Millennium.Section Core Skill of Coaching CoachingFor HighPerformance In The New Millennium.Questions?Please write down, when and why you use questions. . Why Ask Questions?NOT TO GET INFORMATION FOR THE QUESTIONER

10、BUT TO DEVELOP THE LEARNERS AWARENESSTO SHARPEN THE LEARNERS FOCUSTO STIMULATE LEARNERS RESPONSIBILITYTO HELP THE LEARNER FIND THEIR OWN ANSWERSTO GET LEARNER TO TAKE OWNERSHIP OF THE PROCESS.Coaching: the art of asking questionsSpontaneousRaising coachees awareness Open Questions .When and What can

11、 you coach?You can coach in basically every situationYou can coach yourself and/or your employeesSome opportunities for coaching making a plan or decision solving a problemmeetings with staffproblematic relations between employeesA very good way of finding out if coaching is possible is this: Every

12、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. .As We Go Along Keep Thinking About One of Your Associates and Any Relate

13、d Live Coaching Issues for Real Role Play Later OnRemember!. GROW Model .GROW - Asking What questions When and What forG Goal setting (mid- and long-term)R Reality Check - clarify the current situationOOptions: discussing and settling on alternatives / ways / actions to reach the goalWWhat? When? Wh

14、o? 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 SUCCEEDIts about - helping , NOT telling Its about - letting it out , NOT hammering it inIts about - unlocking peoples potentialsIt

15、s about - helping someone to get the best performance out of themselvesIts about - stepping back, and handing over the responsibility for improvement to the Learner Its about - turning problems into guided learning experiences Do not impose your solution on the coacheeGROW.Follow the train of though

16、t of the coachee Pay attention to the answers Questions must be spontaneousShow real interest in the case of the coacheeUnderstand, Summarise and take notesDont try to solve all the problems in one sessionGROWGROW - Some hints for asking the right questions (2).GROW: Goal Setting: What type of Goal?

17、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

18、control, e.g.:performance of competitors / corporate levelhelpful relations of competitors for the Chief Rep. Position / personal levelA long-term goal is desirable: Having one is motivating. It can be the inspiration for our mid-term / performance related goals.Types of Goals: Long-Term and Mid-Ter

19、m (1)GROW.GROW: Goal Setting: What type of Goal?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 testour group sells 10,000 more packages of medicine X by next monthI will run 1,000 meters i

20、n 3 minutes by next February. 2. Characteristic: These goals CAN be influenced / controlled by us. They are measurable and we can help that they are met, e.g.: improve quality control circlesimprove marketing activities / employ more sales personneltrainingA mid-term / performance related goal is ne

21、cessary: to do your work and to bring us closer to the long-term goalTypes of Goals: Long-Term and Mid-Term (2)GROW.GROW: Goal Setting: How to set a Goal?SMART stands for: SSpecificMMeasurableAAchievableRRealisticTTime-boundHow to set a Goal? Be SMART!GROW.GROW: Goal Setting: SMART questions to help

22、 the coachee set a GoalREMEMBER: Coaching is done to help the coachee help him/herself to solve a problem. THEY should solve the problem, not YOU. Do not impose your solution on the coachee.Some goals may have to be adjusted or changed, if the next step, the reality check shows that the goal is not

23、realistic or solvable!GROW.GROW: Reality Check A: “I have a longstanding problem. B: “What have you done so far? Raising awarenessWhy this step?GROW.GROW: Reality Check: Questions to help the coachee check reality Generally speaking in this phase of coaching questions like What?Who? Where?When? How

24、much? will be dominant. Some examples:REMEMBER: Coaching is done to help the coachee help him/herself to solve a problem. THEY should solve the problem, not YOU. Do not impose your solution on the coachee.GROW.GROW: Options CheckEncourage them to speaking out “impossible solutions (they might have t

25、he seed for a good solution in them).Breaking negative attitudesWhy this step, what is important? THE AIM IS: find as many solutions / as many alternatives as possible. GROW.GROW: Options CheckDont hide it. If you have something to contribute, do so. But be careful how you do it. A good way is the f

26、ollowing: I could think of some more options. Do you want to hear them? They will be willing. Make sure that your options are NOT an order, are not necessarily the best. Do not go into every detail of your idea - it is not you who should solve the problem. Make sure that they are just a one point on

27、 the Option list, no better and no worse than the other points. You have a good suggestion for the coachee? GROW.GROW: Options CheckStep 1: Let the coachee note down ALL options an Option List.Step 2: Select the best options: Go through the list again. Look at every single option. Pick out the most

28、likely (might be a combination of more than one item). Balance the options, the good and the bad, the disadvantages and the advantages against each other, e.g. might be too time consuming, might not fit personality of the coachee, might lack certain hard skills to do it, etc. Step 3: Check options a

29、gainst the goal: Will this option help to achieve the goal the coachee was setting him/herself earlier?What to do with all the options? GROW.GROW: Options Check: Questions to help the coachee find the a wide variety of optionsDo not hide your suggestions: say: I have a suggestion. Do not try to dire

30、ct the coachee to accept your suggestion through your questionsREMEMBER: Coaching is done to help the coachee help him/herself to solve a problem. THEY should solve the problem, not YOU. Do not impose your solution on the coachee.GROW.GROW: What? When? Who? Will be achieved by them answering a lot o

31、f questions. The main ones are: Which options will you chose? “Who must be informed?“When will you begin and when will you end?What kind of support do you need?Why this step? THE AIM IS: Sent them out with a clear plan of what to do and whenGROW.GROW: Will?Answering the “Will? Question: You have to

32、ensure that the coachee sticks to his plan. Method: Your final question will be: “ how sure are you that you really finalise this option to achieve the aim? If the coachee is unsure, he/she should be motivated to cross out some things on the planOr he/she could give him/herself a little more time. O

33、ther important tasks: Be tough with a time commitment. Make the coachee name a STARTING date and an END. Talk about obstacles: Addressing them prepares the coachee. What is your role - Get a commitmentGROW.GROW: What? When? Who? Will? Questions to help the coachee realise his planREMEMBER: Coaching

34、is done to help the coachee help him/herself to solve a problem. THEY should solve the problem, not YOU. Do not impose your solution on the coachee.GROW.GROW - The best questions for each stepGROWREMEMBER: Coaching is done to help the coachee help him/herself to solve a problem. THEY should solve th

35、e problem, not YOU. Do not impose your solution on the coachee.GROW - Follow up: important task for the managerGoing out of your office after a coaching session, the employee will be much more motivated than when he would come out of there with just another order to fulfil. There is some things you

36、should do now, to help further development: Immediately after the Coaching Session: Immediately after step 4 it is advised that the coach provides the coachee with a written form of the answers on all the questions in this last step. Be available for further questions, discussions and help.After employee has finished his/her task: Facilitate the learning effect