外企高绩效教练GROW模型ppt课件

.,WelcometothisWorkshopon“CoachingForHighPerformance”intheNewMillennium,.,Whatdoyouknowabout“Coaching”?Me,theManagerWhatkindofmanageramI?Coaching-Whatdoesitmean?CoreCachingSkill-AskingQuestionsGROW-TheToolofCoachingG-GoalSettingR-RealityCheckO-OptionsW-What,When,WhoandWillRolePlay-YouaretheCoach,AgendaOfTheWorkshop,.,LetsBrainstorm,Pleasewritedownwhatyouknowabout“Coaching”,.,TheManagerasCoach,CoachinginAction,Learner,Coach,OrganisationalFactors,TheCoachingRelationship,CoachingForHighPerformanceInTheNewMillennium,.,WhatkindofManageramI?,doesasmuchaspossiblehimselffocusesontasksratherthanpeopledelegatesworkfocusesonpeopleratherthantasks,Pleasechose():,ADoer,ADeveloper,.,ReasonsforbeingDoer(1)TraditionalManagerConcept,Thetraditionalconceptofmanagement:managing=GivingOrdersmanaging=controllingmanaging=solvingproblemsyourself,Mostmanagersdoratherbelongtothegroupof“Doers”.Reasonsareasfollows:,.,ReasonsforbeingDoer(2)Internal/Personalreasons,TrustRiskControlSatisfaction,.,TimeSkills,ReasonsforbeingaDoer(3)TimeandSkills,Therearetwomainreasons,whytheyDoso:,.,Isbeing/becomingadeveloperworththeeffort?,Individualperformances?Theteamsperformance?Yourperformanceasmanager?Theperformanceoftheorganisation?Yourcareerwithintheorganisation?,Ifyouinvestedmoretimeindeveloping,wouldtherebesignificantbenefittobegainedintermsof:,.,Dotheyliveuptotheirpotential?,Doyouagreetothefollowingstatement?,“ThereisagapbetweentheactualperformanceandthepotentialoftheemployeesImanage.”,Yes,No,Pleasechose():,.,WhatCoachingcando?,tohelpyoutogeta(better)developer.tonarrowthegapbetweenperformanceandpotentialofyourstaff.,Themostimportantaimofcoachingis:ImprovePerformance,Coachingisanimportanttool:,.,DefinitionOfCoaching,Coachingishelpingpeopletodevelopandperformtotheirhighestpotential.,CoachingForHighPerformanceInTheNewMillennium,.,WhyCoach?Whatdoesitmeanto?,Tohelpsomeonetochangetheirbehaviorinawaythattheywillbeabletosustain,becauseitenablesthemtobuildonwhattheyalreadyknowanddoAresponsetotobeleaner,flatter,faster,betteretcAsstandardskeeprising,managingtoimproveperformanceisthekeytoprofitabilityandtoachievingyourbusinessgoalsinanincreasinglycompetitiveworld,CoachingForHighPerformanceInTheNewMillennium,.,Section,CoreSkillofCoaching,CoachingForHighPerformanceInTheNewMillennium,.,Questions?,Pleasewritedown,whenandwhyyouusequestions.,.,WhyAskQuestions?,NOTTOGETINFORMATIONFORTHEQUESTIONERBUTTODEVELOPTHELEARNERSAWARENESSTOSHARPENTHELEARNERSFOCUSTOSTIMULATELEARNERSRESPONSIBILITYTOHELPTHELEARNERFINDTHEIROWNANSWERSTOGETLEARNERTOTAKEOWNERSHIPOFTHEPROCESS,.,Coaching:theartofaskingquestions,SpontaneousRaisingcoacheesawarenessOpenQuestions,.,WhenandWhatcanyoucoach?,YoucancoachinbasicallyeverysituationYoucancoachyourselfand/oryouremployeesSomeopportunitiesforcoachingmakingaplanordecisionsolvingaproblemmeetingswithstaffproblematicrelationsbetweenemployees,Averygoodwayoffindingoutifcoachingispossibleisthis:Everytimesomeonecomestoyouandhasaquestion:Askyourself:“DoIhavetoanswerit,orcouldtheyansweritthemselves?”Butbeawarethatsometimesstaffjustneedsyourquickhelpandinformation.Overdoingitwillnothelp.,.,AsWeGoAlongKeepThinkingAboutOneofYourAssociatesandAnyRelatedLiveCoachingIssuesforRealRolePlayLaterOn,Remember!,.,GROWModel,.,GROW-AskingWhatquestionsWhenandWhatfor,GGoalsetting(mid-andlong-term)RRealityCheck-clarifythecurrentsituationOOptions:discussingandsettlingonalternatives/ways/actionstoreachthegoalWWhat?When?Who?Will?Whatshouldbedone?Whenbywhomanddoesthewillexisttodoit?,GROW,.,GROW-Somehintsforaskingtherightquestions(1),THEFOLLOWINGHINTSMAYHELPYOUTOSUCCEEDItsabout-helping,NOTtellingItsabout-lettingitout,NOThammeringitinItsabout-unlockingpeoplespotentialsItsabout-helpingsomeonetogetthebestperformanceoutofthemselvesItsabout-steppingback,andhandingovertheresponsibilityforimprovementtotheLearnerItsabout-turningproblemsintoguidedlearningexperiencesDonotimposeyoursolutiononthecoachee,GROW,.,FollowthetrainofthoughtofthecoacheePayattentiontotheanswersQuestionsmustbespontaneousShowrealinterestinthecaseofthecoacheeUnderstand,SummariseandtakenotesDonttrytosolvealltheproblemsinonesession,GROW,GROW-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/corporatelevelhelpfulrelationsofcompetitorsfortheChiefRep.Position/personallevelAlong-termgoalisdesirable:Havingoneismotivating.Itcanbetheinspirationforourmid-term/performancerelatedgoals.,TypesofGoals:Long-TermandMid-Term(1),GROW,.,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,.,GROW:GoalSetting:HowtosetaGoal?,SMARTstandsfor:SSpecificMMeasurableAAchievableRRealisticTTime-bound,HowtosetaGoal?BeSMART!,GROW,.,GROW:GoalSetting:SMARTquestionstohelpthecoacheesetaGoal,REMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.,Somegoalsmayhavetobeadjustedorchanged,ifthenextstep,therealitycheckshowsthatthegoalisnotrealisticorsolvable!,GROW,.,GROW:RealityCheck,A:“Ihavealongstandingproblem.”B:“Whathaveyoudonesofar?”Raisingawareness,Whythisstep?,GROW,.,GROW:RealityCheck:Questionstohelpthecoacheecheckreality,GenerallyspeakinginthisphaseofcoachingquestionslikeWhat?Who?Where?When?Howmuch?willbedominant.Someexamples:,REMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.,GROW,.,GROW:OptionsCheck,Encouragethemtospeakingout“impossible”solutions(theymighthavetheseedforagoodsolutioninthem).Breakingnegativeattitudes,Whythisstep,whatisimportant?,THEAIMIS:findasmanysolutions/asmanyalternativesaspossible.,GROW,.,GROW:OptionsCheck,Donthideit.Ifyouhavesomethingtocontribute,doso.Butbecarefulhowyoudoit.Agoodwayisthefollowing:”Icouldthinkofsomemoreoptions.Doyouwanttohearthem?”Theywillbewilling.MakesurethatyouroptionsareNOTanorder,arenotnecessarilythebest.Donotgointoeverydetailofyouridea-itisnotyouwhoshouldsolvetheproblem.MakesurethattheyarejustaonepointontheOptionlist,nobetterandnoworsethantheotherpoints.,Youhaveagoodsuggestionforthecoachee?,GROW,.,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,.,GROW:OptionsCheck:Questionstohelpthecoacheefindtheawidevarietyofoptions,Donothideyoursuggestions:say:Ihaveasuggestion.Donottrytodirectthecoacheetoacceptyoursuggestionthroughyourquestions,REMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.,GROW,.,GROW:What?When?Who?,Willbeachievedbythemansweringalotofquestions.Themainonesare:”Whichoptionswillyouchose?”“Whomustbeinformed?”“Whenwillyoubeginandwhenwillyouend?”Whatkindofsupportdoyouneed?”,Whythisstep?,THEAIMIS:Sentthemoutwithaclearplanofwhattodoandwhen,GROW,.,GROW:Will?,Answeringthe“Will?”Question:Youhavetoensurethatthecoacheestickstohisplan.Method:Yourfinalquestionwillbe:“howsureareyouthatyoureallyfinalisethisoptiontoachievetheaim?”Ifthecoacheeisunsure,he/sheshouldbemotivatedtocrossoutsomethingsontheplanOrhe/shecouldgivehim/herselfalittlemoretime.Otherimportanttasks:Betoughwithatimecommitment.MakethecoacheenameaSTARTINGdateandanEND.Talkaboutobstacles:Addressingthempreparesthecoachee.,Whatisyourrole-Getacommitment,GROW,.,GROW:What?When?Who?Will?Questionstohelpthecoacheerealisehisplan,REMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.,GROW,.,GROW-Thebestquestionsforeachstep,GROW,.,GROW-Followup:importanttaskforthemanager,Goingoutofyourofficeafteracoachingsession,theemployeewillbemuchmoremotivatedthanwhenhewouldcomeoutoftherewithjustanotherordertofulfil.Thereissomethingsyoushoulddonow,tohelpfurtherdevelopment:ImmediatelyaftertheCoachingSession:Immediatelyafterstep4itisadvisedthatthecoachprovidesthecoacheewithawrittenformoftheanswersonallthequestionsinthislaststep.Beavailableforfurtherquestions,discussionsandhelp.Afteremployeehasfinishedhis/hertask:Facilitatethelearningeffectthrough:getthecoacheeintodothereviewcycle:seenextsli