外企高績效教練GROW模型

1、外企高績效教練GROW模型 Welcome to this Workshop on “Coaching For High Performance” in the New Millennium 外企高績效教練GROW模型 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 G - Goal Setting

2、 R - Reality Check O - Options W - What, When, Who and Will Role Play - You are the Coach Agenda Of The Workshop 外企高績效教練GROW模型 Lets Brainstorm Please write down what you know about “Coaching” 外企高績效教練GROW模型 The Manager as Coach Coaching in Action LearnerCoach Organisational Factors The Coaching Relat

3、ionship Coaching For High Performance In The New Millennium 外企高績效教練GROW模型 What kind of Manager am I? does as much as possible himself focuses on tasks rather than people delegates work focuses on people rather than tasks Please chose ( ) : A Doer A Developer 外企高績效教練GROW模型 Reasons for being Doer (1)

4、Traditional Manager Concept The traditional concept of management: managing = Giving Orders managing = controlling managing = solving problems yourself Most managers do rather belong to the group of “Doers”. Reasons are as follows: 外企高績效教練GROW模型 Reasons for being Doer (2) Internal / Personal reasons

5、 Trust Risk Control Satisfaction 外企高績效教練GROW模型 Time Skills Reasons for being a Doer (3) Time and Skills There are two main reasons, why they Do so: 外企高績效教練GROW模型 Is being / becoming a developer worth the effort? Individual performances? The teams performance? Your performance as manager? The perform

6、ance 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: 外企高績效教練GROW模型 Do they live up to their potential? Do you agree to the following statement? “There is a gap between the actual performan

7、ce and the potential of the employees I manage.” YesNo Please chose ( ) : 外企高績效教練GROW模型 What Coaching can do? to help you to get a (better) developer. to narrow the gap between performance and potential of your staff. The most important aim of coaching is: Improve Performance Coaching is an importan

8、t tool: 外企高績效教練GROW模型 Definition Of Coaching Coaching is helping people to develop and perform to their highest potential . Coaching For High Performance In The New Millennium 外企高績效教練GROW模型 Why Coach? What does it mean to ? To help someone to change their behavior in a way that they will be able to

9、sustain, because it enables them to build on what they already know and do 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 Coaching

10、 For High Performance In The New Millennium 外企高績效教練GROW模型 Section Core Skill of Coaching Coaching For High Performance In The New Millennium 外企高績效教練GROW模型 Questions? Please write down, when and why you use questions. 外企高績效教練GROW模型 Why Ask Questions? NOT 4 TO GET INFORMATION FOR THE QUESTIONER BUT 4

11、TO DEVELOP THE LEARNERS AWARENESS 4 TO SHARPEN THE LEARNERS FOCUS 4 TO STIMULATE LEARNERS RESPONSIBILITY 4 TO HELP THE LEARNER FIND THEIR OWN ANSWERS 4 TO GET LEARNER TO TAKE OWNERSHIP OF THE PROCESS 外企高績效教練GROW模型 Coaching: the art of asking questions Spontaneous Raising coachees awareness Open Ques

12、tions 外企高績效教練GROW模型 When and What can you coach? You can coach in basically every situation You can coach yourself and/or your employees Some opportunities for coaching *making a plan or decision *solving a problem *meetings with staff *problematic relations between employees Every time someone come

13、s 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. 外企高績效教練GROW模型 As We Go Along Keep Thinking About One of Your Associates and Any Related L

14、ive Coaching Issues for Real Role Play Later On Remember! 外企高績效教練GROW模型 外企高績效教練GROW模型 - 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

15、What? When? Who? Will? What should be done? When by whom and does the will exist to do it? GROW 外企高績效教練GROW模型 - Some hints for asking the right questions (1) THE FOLLOWING HINTS MAY HELP YOU TO SUCCEED Its about - helping , NOT telling Its about - letting it out , NOT hammering it in Its about - unl

16、ocking peoples potentials Its about - helping someone to get the best performance out of themselves Its 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 coachee G

17、ROW 外企高績效教練GROW模型 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 Dont try to solve all the problems in one session GROW - Some hints for asking the right question

18、s (2) 外企高績效教練GROW模型 GROW: Goal Setting: What type of Goal? 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 cr

19、ucial: 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 A long-term goal is desirable: Having one is motivating. It can be the inspiration for our mid-term / p

20、erformance related goals. Types of Goals: Long-Term and Mid-Term (1) GROW 外企高績效教練GROW模型 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 test our grou

21、p sells 10,000 more packages of medicine X by next month I will run 1,000 meters in 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 circles improve marketing activiti

22、es / employ more sales personnel training A mid-term / performance related goal is necessary: to do your work and to bring us closer to the long-term goal Types of Goals: Long-Term and Mid-Term (2) GROW 外企高績效教練GROW模型 GROW: Goal Setting: How to set a Goal? SMART stands for: SSpecific M Measurable A A

23、chievable R Realistic T Time-bound How to set a Goal? Be SMART! GROW 外企高績效教練GROW模型 GROW: Goal Setting: SMART questions to help the coachee set a Goal What is the aim of this discussion? What do you want to reach (long-term, mid-term)? Is this a long- or a mid-term goal? If it is a long-term goal, wh

24、at mid-term goals might help you to reach it? When do you want to have achieved this? Is it positively stated, challenging, realistic, measurable? Which problem is the most difficult for you? G O A L Is it a SMART goal? REMEMBER: Coaching is done to help the coachee help him/herself to solve a probl

25、em. 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 realistic or solvable! GROW 外企高績效教練GROW模型 GROW: Reality Check A: “I have a longstanding problem.” B: “

26、What have you done so far?” Raising awareness Why this step? GROW 外企高績效教練GROW模型 GROW: Reality Check: Questions to help the coachee check reality Generally speaking in this phase of coaching questions like What?Who? Where? When? How much? will be dominant. Some examples: What did you do in this matte

27、r until now? What were the results? What happens now? Whom does it concern? What happens internally and externally? What hinders you from making progress? R E A L I T Y Do you feel uneasy about something in this project/plan? REMEMBER: Coaching is done to help the coachee help him/herself to solve a

28、 problem. THEY should solve the problem, not YOU. Do not impose your solution on the coachee. GROW 外企高績效教練GROW模型 GROW: Options Check Encourage them to speaking out “impossible” solutions (they might have the seed for a good solution in them). Breaking negative attitudes Why this step, what is import

29、ant? THE AIM IS: find as many solutions / as many alternatives as possible. GROW 外企高績效教練GROW模型 GROW: Options Check Dont hide it. If you have something to contribute, do so. But be careful how you do it. A good way is the following: ”I could think of some more options. Do you want to hear them?” They

30、 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 the Option list, no better and no worse than the other points. You have a g

31、ood suggestion for the coachee? GROW 外企高績效教練GROW模型 GROW: Options Check Step 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 likely (might be a combination of more than one item). Balan

32、ce 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 against the goal: Will this option help to achieve the goal t

33、he coachee was setting him/herself earlier? What to do with all the options? GROW 外企高績效教練GROW模型 GROW: Options Check: Questions to help the coachee find the a wide variety of options What options do you have? What else can you do? What else, any further options? What would be if, .? Do you want to he

34、ar another suggestion? O P T I O N S What are the advantages and disadvantages of all these options Do not hide your suggestions: say: I have a suggestion. Do not try to direct the coachee to accept your suggestion through your questions REMEMBER: Coaching is done to help the coachee help him/hersel

35、f to solve a problem. THEY should solve the problem, not YOU. Do not impose your solution on the coachee. GROW 外企高績效教練GROW模型 GROW: What? When? Who? Will be achieved by them answering a lot of questions. The main ones are: ”Which options will you chose?” “Who must be informed?” “When will you begin a

36、nd 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 when GROW 外企高績效教練GROW模型 GROW: Will? Answering the “Will?” Question: You have to ensure that the coachee sticks to his plan. Method: Your final question will be: “ h

37、ow 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 plan Or he/she could give him/herself a little more time. Other important tasks: Be tough with a time commitment. Make the coachee name a STA

38、RTING date and an END. Talk about obstacles: Addressing them prepares the coachee. What is your role - Get a commitment GROW 外企高績效教練GROW模型 GROW: What? When? Who? Will? Questions to help the coachee realise his plan What will you do, which option will you chose? When will you do it, when will you beg

39、in? Will you achieve your aim with this option? Which obstacles may you meet on your way? How will you overcome these obstacles? Who should know about it? What help do you need? Where and how will you get this support? What? When? Who? Will? Please rate on a scale from 1-10 if you will stick to it.

40、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 外企高績效教練GROW模型 GROW - The best questions for each step What is the aim of this discussion? What do you want to reach (long- term

41、, mid-term)? Is this a long- or a mid-term goal? If it is a long-term goal, what mid- term goals might help you to reach it? When do you want to have achieved this? G O A L Is it positively stated, challenging, realistic, measurable? What did you do in this matter until now? What were the results? W

42、hat happens now? Whom does it concern? What happens internally and externally? R E A L I T Y What hinders you from making progress? What options do you have? What else can you do? What else, any further options? What would be if, .? Do you want to hear another suggestion? O P T I O N S What are the

43、advantages and disadvantages of all these options What will you do, which option will you chose? When will you do it, when will you begin? Will you achieve your aim with this option? Which obstacles may you meet on your way? How will you overcome these obstacles? Who should know about it? What help

44、do you need? Where and how will you get this support? What? When? Who? Will? Please rate on a scale from 1-10 if you will stick to it. GROW 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. 外企高績效教練GROW模型 GROW - Follow up: important task for the manager Going 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 should do now, to help further de