GROW教练技巧ppt课件.ppt

WelcometothisWorkshopon“CoachingForHighPerformance”intheNewMillennium,1,Whatdoyouknowabout“Coaching”?Me,theManagerWhatkindofmanageramI?Coaching-Whatdoesitmean?CoreCachingSkill-AskingQuestionsGROW-TheToolofCoachingG-GoalSettingR-RealityCheckO-OptionsW-What,When,WhoandWillRolePlay-YouaretheCoach,AgendaOfTheWorkshop,2,LetsBrainstorm,Pleasewritedownwhatyouknowabout“Coaching”,3,TheManagerasCoach,CoachinginAction,Learner,Coach,OrganisationalFactors,TheCoachingRelationship,CoachingForHighPerformanceInTheNewMillennium,4,WhatkindofManageramI?,doesasmuchaspossiblehimselffocusesontasksratherthanpeopledelegatesworkfocusesonpeopleratherthantasks,Pleasechose():,ADoer,ADeveloper,5,ReasonsforbeingDoer(1)TraditionalManagerConcept,Thetraditionalconceptofmanagement:managing=GivingOrdersmanaging=controllingmanaging=solvingproblemsyourself,Mostmanagersdoratherbelongtothegroupof“Doers”.Reasonsareasfollows:,6,ReasonsforbeingDoer(2)Internal/Personalreasons,TrustRiskControlSatisfaction,7,TimeSkills,ReasonsforbeingaDoer(3)TimeandSkills,Therearetwomainreasons,whytheyDoso:,8,Isbeing/becomingadeveloperworththeeffort?,Individualperformances?Theteamsperformance?Yourperformanceasmanager?Theperformanceoftheorganisation?Yourcareerwithintheorganisation?,Ifyouinvestedmoretimeindeveloping,wouldtherebesignificantbenefittobegainedintermsof:,9,Dotheyliveuptotheirpotential?,Doyouagreetothefollowingstatement?,“ThereisagapbetweentheactualperformanceandthepotentialoftheemployeesImanage.”,Yes,No,Pleasechose():,10,WhatCoachingcando?,tohelpyoutogeta(better)developer.tonarrowthegapbetweenperformanceandpotentialofyourstaff.,Themostimportantaimofcoachingis:ImprovePerformance,Coachingisanimportanttool:,11,DefinitionOfCoaching,Coachingishelpingpeopletodevelopandperformtotheirhighestpotential.,CoachingForHighPerformanceInTheNewMillennium,12,WhyCoach?Whatdoesitmeanto?,Tohelpsomeonetochangetheirbehaviorinawaythattheywillbeabletosustain,becauseitenablesthemtobuildonwhattheyalreadyknowanddoAresponsetotobeleaner,flatter,faster,betteretcAsstandardskeeprising,managingtoimproveperformanceisthekeytoprofitabilityandtoachievingyourbusinessgoalsinanincreasinglycompetitiveworld,CoachingForHighPerformanceInTheNewMillennium,13,Section,CoreSkillofCoaching,CoachingForHighPerformanceInTheNewMillennium,14,Questions?,Pleasewritedown,whenandwhyyouusequestions.,15,WhyAskQuestions?,NOTTOGETINFORMATIONFORTHEQUESTIONERBUTTODEVELOPTHELEARNERSAWARENESSTOSHARPENTHELEARNERSFOCUSTOSTIMULATELEARNERSRESPONSIBILITYTOHELPTHELEARNERFINDTHEIROWNANSWERSTOGETLEARNERTOTAKEOWNERSHIPOFTHEPROCESS,16,Coaching:theartofaskingquestions,SpontaneousRaisingcoacheesawarenessOpenQuestions,17,WhenandWhatcanyoucoach?,YoucancoachinbasicallyeverysituationYoucancoachyourselfand/oryouremployeesSomeopportunitiesforcoachingmakingaplanordecisionsolvingaproblemmeetingswithstaffproblematicrelationsbetweenemployees,Averygoodwayoffindingoutifcoachingispossibleisthis:Everytimesomeonecomestoyouandhasaquestion:Askyourself:“DoIhavetoanswerit,orcouldtheyansweritthemselves?”Butbeawarethatsometimesstaffjustneedsyourquickhelpandinformation.Overdoingitwillnothelp.,18,AsWeGoAlongKeepThinkingAboutOneofYourAssociatesandAnyRelatedLiveCoachingIssuesforRealRolePlayLaterOn,Remember!,19,GROWModel,20,GROW-AskingWhatquestionsWhenandWhatfor,GGoalsetting(mid-andlong-term)RRealityCheck-clarifythecurrentsituationOOptions:discussingandsettlingonalternatives/ways/actionstoreachthegoalWWhat?When?Who?Will?Whatshouldbedone?Whenbywhomanddoesthewillexisttodoit?,GROW,21,GROW-Somehintsforaskingtherightquestions(1),THEFOLLOWINGHINTSMAYHELPYOUTOSUCCEEDItsabout-helping,NOTtellingItsabout-lettingitout,NOThammeringitinItsabout-unlockingpeoplespotentialsItsabout-helpingsomeonetogetthebestperformanceoutofthemselvesItsabout-steppingback,andhandingovertheresponsibilityforimprovementtotheLearnerItsabout-turningproblemsintoguidedlearningexperiencesDonotimposeyoursolutiononthecoachee,GROW,22,FollowthetrainofthoughtofthecoacheePayattentiontotheanswersQuestionsmustbespontaneousShowrealinterestinthecaseofthecoacheeUnderstand,SummariseandtakenotesDonttrytosolvealltheproblemsinonesession,GROW,GROW-Somehintsforaskingtherightquestions(2),23,GROW:GoalSetting:WhattypeofGoal?,Long-TermGoals/VisionaryGoals1.Characteristic:theyarereallybigandambitious,e.g.:becomethemarketleader(corporatelevel),becomeChiefRep.(personallevel),winningagoldmedal.2.Characteristic:Externalfactorsmaybecrucial:forachievingthemfactorsmatter,whichyouCANNOTcontrol,e.g.:performanceofcompetitors/corporatelevelhelpfulrelationsofcompetitorsfortheChiefRep.Position/personallevelAlong-termgoalisdesirable:Havingoneismotivating.Itcanbetheinspirationforourmid-term/performancerelatedgoals.,TypesofGoals:Long-TermandMid-Term(1),GROW,24,GROW:GoalSetting:WhattypeofGoal?,Mid-termGoals/PerformanceGoals1.Characteristic:theyaresmallerandeasiertoachieve,e.g.:within6months,95%ofourproductswillpassthequalitytestourgroupsells10,000morepackagesofmedicineXbynextmonthIwillrun1,000metersin3minutesbynextFebruary.2.Characteristic:ThesegoalsCANbeinfluenced/controlledbyus.Theyaremeasurableandwecanhelpthattheyaremet,e.g.:improvequalitycontrolcirclesimprovemarketingactivities/employmoresalespersonneltrainingAmid-term/performancerelatedgoalisnecessary:todoyourworkandtobringusclosertothelong-termgoal,TypesofGoals:Long-TermandMid-Term(2),GROW,25,GROW:GoalSetting:HowtosetaGoal?,SMARTstandsfor:SSpecificMMeasurableAAchievableRRealisticTTime-bound,HowtosetaGoal?BeSMART!,GROW,26,GROW:GoalSetting:SMARTquestionstohelpthecoacheesetaGoal,REMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.,Somegoalsmayhavetobeadjustedorchanged,ifthenextstep,therealitycheckshowsthatthegoalisnotrealisticorsolvable!,GROW,27,GROW:RealityCheck,A:“Ihavealongstandingproblem.”B:“Whathaveyoudonesofar?”Raisingawareness,Whythisstep?,GROW,28,GROW:RealityCheck:Questionstohelpthecoacheecheckreality,GenerallyspeakinginthisphaseofcoachingquestionslikeWhat?Who?Where?When?Howmuch?willbedominant.Someexamples:,REMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.,GROW,29,GROW:OptionsCheck,Encouragethemtospeakingout“impossible”solutions(theymighthavetheseedforagoodsolutioninthem).Breakingnegativeattitudes,Whythisstep,whatisimportant?,THEAIMIS:findasmanysolutions/asmanyalternativesaspossible.,GROW,30,GROW:OptionsCheck,Donthideit.Ifyouhavesomethingtocontribute,doso.Butbecarefulhowyoudoit.Agoodwayisthefollowing:”Icouldthinkofsomemoreoptions.Doyouwanttohearthem?”Theywillbewilling.MakesurethatyouroptionsareNOTanorder,arenotnecessarilythebest.Donotgointoeverydetailofyouridea-itisnotyouwhoshouldsolvetheproblem.MakesurethattheyarejustaonepointontheOptionlist,nobetterandnoworsethantheotherpoints.,Youhaveagoodsuggestionforthecoachee?,GROW,31,GROW:OptionsCheck,Step1:LetthecoacheenotedownALLoptionsanOptionList.Step2:Selectthebestoptions:Gothroughthelistagain.Lookateverysingleoption.Pickoutthemostlikely(mightbeacombinationofmorethanoneitem).Balancetheoptions,thegoodandthebad,thedisadvantagesandtheadvantagesagainsteachother,e.g.mightbetootimeconsuming,mightnotfitpersonalityofthecoachee,mightlackcertainhardskillstodoit,etc.Step3:Checkoptionsagainstthegoal:Willthisoptionhelptoachievethegoalthecoacheewassettinghim/herselfearlier?,Whattodowithalltheoptions?,GROW,32,GROW:OptionsCheck:Questionstohelpthecoacheefindtheawidevarietyofoptions,Donothideyoursuggestions:say:Ihaveasuggestion.Donottrytodirectthecoacheetoacceptyoursuggestionthroughyourquestions,REMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.,GROW,33,GROW:What?When?Who?,Willbeachievedbythemansweringalotofquestions.Themainonesare:”Whichoptionswillyouchose?”“Whomustbeinformed?”“Whenwillyoubeginandwhenwillyouend?”Whatkindofsupportdoyouneed?”,Whythisstep?,THEAIMIS:Sentthemoutwithaclearplanofwhattodoandwhen,GROW,34,GROW:Will?,Answeringthe“Will?”Question:Youhavetoensurethatthecoacheestickstohisplan.Method:Yourfinalquestionwillbe:“howsureareyouthatyoureallyfinalisethisoptiontoachievetheaim?”Ifthecoacheeisunsure,he/sheshouldbemotivatedtocrossoutsomethingsontheplanOrhe/shecouldgivehim/herselfalittlemoretime.Otherimportanttasks:Betoughwithatimecommitment.MakethecoacheenameaSTARTINGdateandanEND.Talkaboutobstacles:Addressingthempreparesthecoachee.,Whatisyourrole-Getacommitment,GROW,35,GROW:What?When?Who?Will?Questionstohelpthecoacheerealisehisplan,REMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.,GROW,36,GROW-Thebestquestionsforeachstep,GROW,37,GROW-Followup:importanttaskforthemanager,Goingoutofyourofficeafteracoachingsession,theemployeewillbemuchmoremotivatedthanwhenhewouldcomeoutoftherewithjustanotherordertofulfil.Thereissomethingsyoushoulddonow,tohelpfurtherdevelopment:ImmediatelyaftertheCoachingSession:Immediatelyafterstep4itisadvisedthatthecoachprovidesthecoacheewithawrittenformoftheanswersonallthequestionsinthislaststep.Beavailableforfurtherquestions,discussionsandhelp.Afteremployeehasfinishedhis/hertask:Facilitatethelearningeffectthrough:getthecoacheeintodothereviewcycle:seenextslide:,GR