外企高绩效教练GROW模型

WelcometothisWorkshopon“CoachingForHighPerformance”intheNewMillenniumWhatdoyouknowabout“Coaching”?Me,theManagerWhatkindofmanageramI?Coaching-Whatdoesitmean?CoreCachingSkill-AskingQuestionsGROW-TheToolofCoachingG-GoalSettingR-RealityCheckO-OptionsW-What,When,WhoandWillRolePlay-YouaretheCoachAgendaOfTheWorkshopLet’sBrainstormPleasewritedownwhatyouknowabout“Coaching”TheManagerasCoachCoachinginActionLearnerCoachOrganisationalFactorsTheCoachingRelationshipCoachingForHighPerformanceInTheNewMillenniumWhatkindofManageramI?doesasmuchaspossiblehimselffocusesontasksratherthanpeopledelegatesworkfocusesonpeopleratherthantasksPleasechose():ADoerADeveloperReasonsforbeingDoer(1)TraditionalManagerConceptThetraditionalconceptofmanagement:managing=GivingOrdersmanaging=controllingmanaging=solvingproblemsyourselfMostmanagersdoratherbelongtothegroupof“Doers”.Reasonsareasfollows:ReasonsforbeingDoer(2)Internal/PersonalreasonsTrustRiskControlSatisfactionTimeSkillsReasonsforbeingaDoer(3)TimeandSkillsTherearetwomainreasons,whytheyDoso:Isbeing/becomingadeveloperworththeeffort?Individualperformances?Theteam’sperformance?Yourperformanceasmanager?Theperformanceoftheorganisation?Yourcareerwithintheorganisation?Ifyouinvestedmoretimein‘developing’,wouldtherebesignificantbenefittobegainedintermsof:Dotheyliveuptotheirpotential?Doyouagreetothefollowingstatement?“ThereisagapbetweentheactualperformanceandthepotentialoftheemployeesImanage.”YesNoPleasechose():WhatCoachingcando?tohelpyoutogeta(better)developer.tonarrowthegapbetweenperformanceandpotentialofyourstaff.Themostimportantaimofcoachingis:ImprovePerformanceCoachingisanimportanttool:DefinitionOfCoachingCoachingishelpingpeopletodevelopandperformtotheirhighestpotential.CoachingForHighPerformanceInTheNewMillenniumWhyCoach?Whatdoesitmeanto?Tohelpsomeonetochangetheirbehaviorinawaythattheywillbeabletosustain,becauseitenablesthemtobuildonwhattheyalreadyknowanddoAresponsetotobeleaner,flatter,faster,betteretcAsstandardskeeprising,managingtoimproveperformanceisthekeytoprofitabilityandtoachievingyourbusinessgoalsinanincreasinglycompetitiveworldCoachingForHighPerformanceInTheNewMillenniumSectionCoreSkillofCoachingCoachingForHighPerformanceInTheNewMillenniumQuestions?Pleasewritedown,whenandwhyyouusequestions.WhyAskQuestions?NOTTOGETINFORMATIONFORTHEQUESTIONERBUTTODEVELOPTHELEARNER`SAWARENESSTOSHARPENTHELEARNER`SFOCUSTOSTIMULATELEARNER`SRESPONSIBILITYTOHELPTHELEARNERFINDTHEIROWNANSWERSTOGETLEARNERTOTAKEOWNERSHIPOFTHEPROCESSCoaching:theartofaskingquestionsSpontaneousRaisingcoachee’sawarenessOpenQuestionsWhenandWhatcanyoucoach?YoucancoachinbasicallyeverysituationYoucancoachyourselfand/oryouremployeesSomeopportunitiesforcoachingmakingaplanordecisionsolvingaproblemmeetingswithstaffproblematicrelationsbetweenemployeesAverygoodwayoffindingoutifcoachingispossibleisthis:Everytimesomeonecomestoyouandhasaquestion:Askyourself:“DoIhavetoanswerit,orcouldtheyansweritthemselves?”Butbeawarethatsometimesstaffjustneedsyourquickhelpandinformation.Overdoingitwillnothelp.AsWeGoAlongKeepThinkingAboutOneofYourAssociates`andAnyRelatedLiveCoachingIssuesforRealRolePlayLaterOnRemember!GROW-AskingWhatquestionsWhenandWhatforGGoalsetting(mid-andlong-term)RRealityCheck-clarifythecurrentsituationOOptions:discussingandsettlingonalternatives/ways/actionstoreachthegoalWWhat?When?Who?Will?Whatshouldbedone?Whenbywhomanddoesthewillexisttodoit?GROWGROW-Somehintsforaskingtherightquestions(1)THEFOLLOWINGHINTSMAYHELPYOUTOSUCCEEDIt`sabout-helping,NOTtellingIt`sabout-lettingitout,NOThammeringitinIt`sabout-unlockingpeople`spotentialsIt`sabout-helpingsomeonetogetthebestperformanceoutofthemselvesIt`sabout-steppingback,andhandingovertheresponsibilityforimprovementtotheLearnerIt`sabout-turningproblemsintoguidedlearningexperiencesDonotimposeyoursolutiononthecoacheeGROWFollowthetrainofthoughtofthecoacheePayattentiontotheanswersQuestionsmustbespontaneousShowrealinterestinthecaseofthecoacheeUnderstand,SummariseandtakenotesDon’ttrytosolvealltheproblemsinonesessionGROWGROW-Somehintsforaskingtherightquestions(2)GROW:GoalSetting:WhattypeofGoal?Long-TermGoals/VisionaryGoals1.Characteristic:theyarereallybigandambitious,e.g.:•becomethemarketleader(corporatelevel),•becomeChiefRep.(personallevel),•winningagoldmedal.2.Characteristic:Externalfactorsmaybecrucial:forachievingthemfactorsmatter,whichyouCANNOTcontrol,e.g.:•performanceofcompetitors/corporatelevel•helpfulrelationsofcompetitorsfortheChiefRep.Position/personallevelAlong-termgoalisdesirable:Havingoneismotivating.Itcanbetheinspirationforourmid-term/performancerelatedgoals.TypesofGoals:Long-TermandMid-Term(1)GROWGROW:GoalSetting:WhattypeofGoal?Mid-termGoals/PerformanceGoals1.Characteristic:theyaresmallerandeasiertoachieve,e.g.:•within6months,95%ofourproductswillpassthequalitytest•ourgroupsells10,000morepackagesofmedicineXbynextmonth•Iwillrun1,000metersin3minutesbynextFebruary.2.Characteristic:ThesegoalsCANbeinfluenced/controlledbyus.Theyaremeasurableandwecanhelpthattheyaremet,e.g.:•improvequalitycontr