壳牌教练培训

1、 Copyright of ShellPAUSEMASTER COACH SESSION Unconventionals ChinaCopyright of ShellAGENDAnPAUSE Master Coach sessionnPAUSE Coach Certification ProgrammenCultural Journey to GOAL ZERO. Where does PAUSE sitsnWhat is CoachingnPAUSE coach log booknCoaching role playCopyright of ShellPAUSE MASTER COACH

2、SESSIONPause is about coaching others: nIt is about helping someone solve their own problem.Master Coach role:nYou will have to guide and coach others, to apply Pause coaching *).*Other to apply Pause Coaching Copyright of ShellPAUSE MASTER COACH SESSIONPAUSE Coach Certification Programme: nCoaching

3、 Skills Part 1 : (Coaching Techniques) to influence and encourage others to apply the PAUSE tool frequently while doing their assigned tasks;nCoaching Skills Part 2 : (Field Practice) to practice learned skills in the field in real situations under the guidance of a Master Coach;nApplication of Skil

4、ls : (On-the-Job) to use coaching skills on your own in the field. Each Coach must complete and log at least 50 coaching sessions in the provided Log-Book. 5 CULTURAL JOURNEY TO GOAL ZERO. WHERE DOES PAUSE SITSPATHOLOGICALWho cares as long as were not caughtREACTIVESafety is important, we do a lot e

5、very time we have an accidentCALCULATIVEWe have systems in place to manage all hazardsPROACTIVESafety leadership & values drive continuous improvementGENERATIVEHSE is how we do business around hereIncreasing MaturityNumber of HSE eventsComplianceHSSE & SP controls fully implementedIncreasingly infor

6、med - Increasing Trust and Accountability -54321CommitmentDo the right thingDesign IntegrityTechnical IntegrityOperatingIntegrityIntegrity LeadershipHardwareIntegritySoftware ProcessesPeopleBehavioursPiper Alpha nStop when an Incident happensnInvestigate the incidentnUpdate procedures and instructio

7、nsnConsequence Management for the violatornStop when you notice unsafe acts or situationsnHave a conversationnMake suggestionsnIntervention is learningnPause when you feel uneasenCoach the individual/ groupnAsking Questions that raise AwarenessnLet the individual/ group come with suggestions/ soluti

8、onsHSE Leadership & CultureCopyright of ShellCONTENTSWhat is coaching?Why do we do it?What do we want to achieve?Coaching PAUSECopyright of ShellWHAT IS COACHINGComponents of sustained high performance:nCoaching is the art of facilitating the development, learning and performance of other;nEffective

9、 Coaching in the workplace delivers achievement, fulfillment and joy from which both the individual and the organization benefits.7December 2013Sustained High PerformancePerformanceEnjoymentLearningMeaningCopyright of ShellUSE COACHING STYLE8December 2013NON-DIRECTIVEPUSHSolving someones problem for

10、 themPULLHelping someone solve their own problemDIRECTIVEInstructingGiving AdviceGiving FeedbackOffering GuidanceMaking SuggestionsAsking Questions That Raise AwarenessSummarisingParaphrasingReflectingListening to UnderstandThe Spectrum of ApproachCopyright of ShellTHE MODEL T9Q: What else?Q: What m

11、ore could you do?Q: Tell me more?Q: What stands out?Q: What do you notice?Q: What has changed?nEncourage the person to think;nDont think for them;nDont try to solve;nExpand the conversation;nFocus on detail;nBased on GROW Model.Copyright of ShellBREAKING THE CODE: PRECISION QUESTIONS10December 2013W

12、hat/ who specifically is that?How do we do that?How does that work?Than what and whom?Challenging with respect.What would happenIf you did/ did not?NounVerbComparisonGeneralisationModal Verb(Should/ Must)Copyright of ShellPOWERFUL QUESTIONSQ: What might happen?Q: What if it doesnt work out the way y

13、ou wish?Q: What if that doesnt work?Q: And if that fails, what will you do? What is your backup plan?Q: What do you make of it?Q: What do you think is best?Q: How does it look to you?Q: How do you feel about it?Q: What if it doesnt work?AnticipationAssessmentLearningTaking ActionQ: What is your conc

14、lusion?Q: How is this working?Q: How would you describe this?Q: What do you think this all amounts to?Q: How would you summarize the effort so far?Taking ActionQ: What action will you take? And after that?Q: What will you do? When?Q: Is this a time for action? What action?Q: Where do you go from her

15、e? When will you do that?Q: What are your next steps? By when?Q: What will you take away from this?Q: How do you explain this to yourself?Q: How can you lock in the learning?Q: How would you pull as this together?Taking ActionLearningSummaryCopyright of Shell5 TESTS BEFORE ASKING A QUESTION.nWhat is

16、 my Intent?nWill it raise awareness?nWill it leave Responsibility with the player?nWill it leave Choice with the player?nIs the relationship strong enough to withstand the intervention (i.e. isthere sufficient trust in my intention)?Copyright of ShellCONNECTED CHECKING13 Performs work/tests in line

17、with standard proceduresReports any observed deviationsSuggests ideas for improvement and implements easy onesOperatorOperations Manager (OM), Field Super Intendent (FSI),Contract HolderMakes things happen Removes road blocks (IT, $, Equipment etc.)Visits the worksite weeklyAsks questions What more

18、can we do now? How can we remove blockers, waste?Checks data over time (looks for variances)Uses Socratic questioning (ask 5 whys?) to promote continuous improvement thinkingEnsures Value Streams are working as designed Work flows between organizations Checks standards are followed and removes simpl

19、e barriersAnalyses data to help solve every day problemsOn the worksite dailyFront Line SupervisorCSR, DSVSenior LeadersRecognise efforts of the teams applying PAUSE thinking, philosophy and toolsGo to the worksite routinely to ask questions (seek to understand) and support progressChallenge the lea

20、ds What is the next improvement?HSE Team Leads, Operations Manager (OM), Field Super Intendant (FSI),Contract HolderSupervisors(FSA, CSR)StaffLeaders, ManagersCopyright of ShellSAFETY LEADERSHIP EXPECTATIONSSetting the standard Show visible leadership and commitment to GOAL ZERO no harm to people/en

21、vironmentSet clear safety expectationsPossess a good knowledge of safetyConsistently raise safety standardsRecognize and act on poor safety conditionsRegularly observe, assess and intervene in the workplace14 Communicating effectivelyUnderstand your people and demonstrate a real concern for their we

22、ll-beingCelebrate good safety performanceGive and receive constructive feedbackBe able to hold a difficult conversationGo beyond your teamDemonstrate an enthusiasm for safety Copyright of ShellCOACHING IS ABOUT GETTING COMMITMENT15February2014CoachPersonCommitmentCopyright of ShellTHE PAUSE CHECKLIS

23、T THE 4 WHATS1) What can go wrong?2) What are the associated risks?3) What can I do to stop it going wrong?4) What do I do if it goes wrong?Copyright of ShellPAUSE COACH LOG BOOKDate: _ Time: _Location: _Person/Company Coached:_ _Work Activity: _Hazards Identified:o Motion o Height o Pressureo Elect

24、ricity o Fire & Explosion o ToxicsoThermal o PeopleWhat went well: _What did not go well: _Coaches Signature: _ PAUSE Coach Log BookPocket Size100 PagesCopyright of ShellPAUSE COACH CERTIFICATION PROGRAMMEThe PAUSE Coach Certification Programme The Objective of the programme is to equip Shell & Cont

25、ractor staff with the capabilities and skills to encourage and guide work crews in their frequent use of PAUSE in their workplace. The programme consists of four parts:PAUSE Methodology : (Refresher) to ensure the objective and principles of the PAUSE methodology are clearly understood,Coaching Skil

26、ls Part 1 : (Coaching Techniques) to influence and encourage others to apply the PAUSE tool frequently while doing their assigned tasks,Coaching Skills Part 2 : (Field Practice) to practice learned skills in the field in real situations under the guidance of a Master Coach, Application of Skills : (

27、On-the-Job) to use coaching skills on your own in the field. Each Coach must complete and log at least 50 coaching sessions in the provided Log-Book. Copyright of ShellTHE PAUSE IDENTIFY HAZARDS CARD Copyright of ShellTHE PAUSE ROLE PLAY nRole-play with your work team: You arrive at a construction s

28、ite and see Footsteps on the cable tray. You can tell workers ignored using cross over walkways and when discussing with the Supervisor, he indicates that he has warned the workers but the take the short cuts when he or the HSE advisor are not there.nYou coach the supervisor to apply Pause coaching session to the work force.Copyrig