外企高绩效教练GROW模型(英文版)课件

WelcometothisWorkshopon

“CoachingForHighPerformance”

intheNewMillenniumWelcometothisWorkshopon

“1Whatdoyouknowabout“Coaching”?Me,theManagerWhatkindofmanageramI?Coaching-Whatdoesitmean?CoreCachingSkill-AskingQuestionsGROW-TheToolofCoachingG-GoalSettingR-RealityCheckO-OptionsW-What,When,WhoandWill

RolePlay-YouaretheCoachAgendaOfTheWorkshopWhatdoyouknowabout“Coachi2Let’sBrainstormPleasewritedownwhatyouknowabout“Coaching”Let’sBrainstormPleasewrited3TheManagerasCoachCoachinginActionLearnerCoachOrganisationalFactorsTheCoachingRelationshipCoachingForHighPerformance

InTheNewMillenniumTheManagerasCoachCoachingLe4WhatkindofManageramI?doesasmuchaspossiblehimselffocusesontasksratherthanpeopledelegatesworkfocusesonpeopleratherthantasksPleasechose():ADoerADeveloperWhatkindofManageramI?Plea5ReasonsforbeingDoer(1)

TraditionalManagerConceptThetraditionalconceptofmanagement:managing=GivingOrdersmanaging=controllingmanaging=solvingproblemsyourselfMostmanagersdoratherbelongtothegroupof“Doers”.Reasonsareasfollows:ReasonsforbeingDoer(1)

6ReasonsforbeingDoer(2)

Internal/PersonalreasonsTrustRiskControlSatisfactionReasonsforbeingDoer(2)

7TimeSkillsReasonsforbeingaDoer(3)

TimeandSkillsTherearetwomainreasons,whytheyDoso:TimeReasonsforbeingaDoer(8Isbeing/becomingadeveloperworththeeffort?Individualperformances?Theteam’sperformance?Yourperformanceasmanager?Theperformanceoftheorganisation?Yourcareerwithintheorganisation?Ifyouinvestedmoretimein‘developing’,wouldtherebesignificantbenefittobegainedintermsof:Isbeing/becomingadevelope9Dotheyliveuptotheirpotential?Doyouagreetothefollowingstatement?“ThereisagapbetweentheactualperformanceandthepotentialoftheemployeesImanage.”YesNoPleasechose():Dotheyliveuptotheirpoten10WhatCoachingcando? tohelpyoutogeta(better)developer.tonarrowthegapbetweenperformanceandpotentialofyourstaff.Themostimportantaimofcoachingis:ImprovePerformanceCoachingisanimportanttool:WhatCoachingcando? tohelp11DefinitionOfCoachingCoachingishelpingpeopletodevelopandperformtotheirhighestpotential.

CoachingForHighPerformance

InTheNewMillenniumDefinitionOfCoachingCoaching12WhyCoach?

Whatdoesitmeanto?Tohelpsomeonetochangetheirbehaviorinawaythattheywillbeabletosustain,becauseitenablesthemtobuildonwhattheyalreadyknowanddoAresponsetotobeleaner,flatter,faster,betteretcAsstandardskeeprising,managingtoimproveperformanceisthekeytoprofitabilityandtoachievingyourbusinessgoalsinanincreasinglycompetitiveworldCoachingForHighPerformance

InTheNewMillenniumWhyCoach?

Whatdoesitmean13Section

CoreSkillofCoaching

CoachingForHighPerformance

InTheNewMillenniumSectionCoreSkillofCoachi14Questions?Pleasewritedown,whenandwhyyouusequestions.Questions?Pleasewritedown,w15

WhyAskQuestions?NOT

TOGETINFORMATIONFORTHEQUESTIONERBUT

TODEVELOPTHELEARNER`SAWARENESSTOSHARPENTHELEARNER`SFOCUSTOSTIMULATELEARNER`SRESPONSIBILITYTOHELPTHELEARNERFINDTHEIROWNANSWERSTOGETLEARNERTOTAKEOWNERSHIPOFTHEPROCESSWhyAskQuestions?NOT16Coaching:theartofaskingquestionsSpontaneousRaisingcoachee’sawarenessOpenQuestionsCoaching:theartofaskingqu17WhenandWhatcanyoucoach?YoucancoachinbasicallyeverysituationYoucancoachyourselfand/oryouremployeesSomeopportunitiesforcoachingmakingaplanordecisionsolvingaproblemmeetingswithstaffproblematicrelationsbetweenemployeesAverygoodwayoffindingoutifcoachingispossibleisthis:

Everytimesomeonecomestoyouandhasaquestion:Askyourself:“DoIhavetoanswerit,orcouldtheyansweritthemselves?”Butbeawarethatsometimesstaffjustneedsyourquickhelpandinformation.Overdoingitwillnothelp.WhenandWhatcanyoucoach?Yo18AsWeGoAlongKeepThinkingAboutOneofYourAssociates`andAnyRelatedLiveCoachingIssuesforRealRolePlayLaterOnRemember!AsWeGoAlongKeepThinkingA19"GROW"Model"GROW"Model20GROW-AskingWhatquestions

WhenandWhatforG Goalsetting(mid-andlong-term)R RealityCheck-clarifythecurrentsituationO Options:discussingandsettlingon alternatives/ways/actionstoreach thegoalW What?When?Who?Will?Whatshould bedone?Whenbywhomanddoesthe willexisttodoit?GROWGROW-AskingWhatquestions21GROW

-Somehintsforaskingthe

rightquestions(1)THEFOLLOWINGHINTSMAYHELPYOUTOSUCCEEDIt`sabout-helping,NOTtellingIt`sabout-lettingitout,NOThammeringitinIt`sabout-unlockingpeople`spotentialsIt`sabout-helpingsomeonetogetthebestperformanceoutofthemselvesIt`sabout-steppingback,andhandingovertheresponsibilityforimprovementtotheLearnerIt`sabout-turningproblemsintoguidedlearningexperiences

DonotimposeyoursolutiononthecoacheeGROWGROW-Somehintsforaskingt22FollowthetrainofthoughtofthecoacheePayattentiontotheanswersQuestionsmustbespontaneousShowrealinterestinthecaseofthecoacheeUnderstand,SummariseandtakenotesDon’ttrytosolvealltheproblemsinonesessionGROWGROW

-Somehintsforaskingthe

rightquestions(2)Followthetrainofthoughtof23GROW:

GoalSetting:Whattype

ofGoal?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)GROWGROW:GoalSetting:Whattype24GROW:

GoalSetting:Whattypeof

Goal?Mid-termGoals/PerformanceGoals1.Characteristic:theyaresmallerandeasiertoachieve,e.g.:within6months,95%ofourproductswillpassthequalitytestourgroupsells10,000morepackagesofmedicineXbynextmonthIwillrun1,000metersin3minutesbynextFebruary.2.Characteristic:ThesegoalsCANbeinfluenced/controlledbyus.Theyaremeasurableandwecanhelpthattheyaremet,e.g.:improvequalitycontrolcirclesimprovemarketingactivities/employmoresalespersonneltrainingAmid-term/performancerelatedgoalisnecessary:todoyourworkandtobringusclosertothelong-termgoalTypesofGoals:Long-TermandMid-Term(2)GROWGROW:GoalSetting:Whattype25GROW:

GoalSetting:

Howtoseta

Goal?SMARTstandsfor:

S SpecificM MeasurableA AchievableR RealisticT Time-boundHowtosetaGoal?BeSMART!GROWGROW:GoalSetting:Howtoset26GROW:GoalSetting:SMARTquestionstohelpthecoacheesetaGoalREMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.Somegoalsmayhavetobeadjustedorchanged,ifthenextstep,therealitycheckshowsthatthegoalisnotrealisticorsolvable!GROWGROW:GoalSetting:SMARTques27GROW:

RealityCheckA:“Ihavealongstandingproblem.”B:“Whathaveyoudonesofar?”

RaisingawarenessWhythisstep?GROWGROW:RealityCheckA:“Ih28GROW:RealityCheck:Questionsto

helpthecoacheecheckreality

GenerallyspeakinginthisphaseofcoachingquestionslikeWhat? Who? Where?When? Howmuch?willbedominant.Someexamples:REMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.GROWGROW:RealityCheck:Questions29GROW:

OptionsCheckEncourage

themtospeakingout“impossible”solutions(theymighthavetheseedforagoodsolutioninthem).Breakingnegativeattitudes

Whythisstep,whatisimportant?THEAIMIS:findasmanysolutions/asmanyalternatives aspossible.GROWGROW:OptionsCheckEncouraget30GROW:

OptionsCheckDon’thideit.Ifyouhavesomethingtocontribute,doso.Butbecarefulhowyoudoit.Agoodwayisthefollowing:”Icouldthinkofsomemoreoptions.Doyouwanttohearthem?”Theywillbewilling.MakesurethatyouroptionsareNOTanorder,arenotnecessarilythebest.Donotgointoeverydetailofyouridea-itisnotyouwhoshouldsolvetheproblem.MakesurethattheyarejustaonepointontheOptionlist,nobetterandnoworsethantheotherpoints.Youhaveagoodsuggestionforthecoachee?GROWGROW:OptionsCheckDon’thide31GROW:

OptionsCheckStep1:LetthecoacheenotedownALLoptionsanOptionList.Step2:Selectthebestoptions:

Gothroughthelistagain.Lookateverysingleoption.Pickoutthemostlikely(mightbeacombinationofmorethanoneitem).Balancetheoptions,thegoodandthebad,thedisadvantagesandtheadvantagesagainsteachother,e.g.mightbetootimeconsuming,mightnotfitpersonalityofthecoachee,mightlackcertainhardskillstodoit,etc.

Step3:Checkoptionsagainstthegoal:Willthisoptionhelptoachievethegoalthecoacheewassettinghim/herselfearlier?Whattodowithalltheoptions?GROWGROW:OptionsCheckStep1:Let32GROW:

OptionsCheck:

Questionstohelpthecoacheefindtheawidevarietyofoptions

Donothideyoursuggestions:say:Ihaveasuggestion.DonottrytodirectthecoacheetoacceptyoursuggestionthroughyourquestionsREMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.GROWGROW:OptionsCheck:Questions33GROW:What?

When?

Who?Willbeachievedbythemansweringalotofquestions.Themainonesare:”Which

optionswillyouchose?”

“Whomustbeinformed?”“Whenwillyoubeginandwhenwillyouend?””Whatkindofsupportdoyouneed?”Whythisstep?

THEAIMIS:SentthemoutwithaclearplanofwhattodoandwhenGROWGROW:What?When?Who?Willbe34GROW:Will?Answeringthe“Will?”Question:Youhavetoensurethatthecoacheestickstohisplan.Method:Yourfinalquestionwillbe:“howsureareyouthatyoureallyfinalisethisoptiontoachievetheaim?”Ifthecoacheeisunsure,he/sheshouldbemotivatedtocrossoutsomethingsontheplanOrhe/shecouldgivehim/herselfalittlemoretime.

Otherimportanttasks:Betoughwithatimecommitment.MakethecoacheenameaSTARTINGdateandanEND.Talkaboutobstacles:Addressingthempreparesthecoachee.Whatisyourrole-GetacommitmentGROWGROW:Will?Answeringthe“Will35GROW:What?

When?Who?Will?QuestionstohelpthecoacheerealisehisplanREMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.GROWGROW:What?When?Who?Will?Q36GROW-Thebestquestions

foreachstepGROWREMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.GROW-Thebestquestions

37GROW-Followup:important taskforthemanagerGoingoutofyourofficeafteracoachingsession,theemployeewillbemuchmoremotivatedthanwhenhewouldcomeoutoftherewithjustanotherordertofulfil.Thereissomethingsyoushoulddonow,tohelpfurtherdevelopment:ImmediatelyaftertheCoachingSession:Immediatelyafterstep4itisadvisedthatthecoachprovidesthecoacheewithawrittenformoftheanswersonallthequestionsinthislaststep.Beavailableforfurtherquestions,discussionsandhelp.Afteremployeehasfinishedhis/hertask:Facilitatethelearningeffectthrough:getthecoacheeintodothereviewcycle:seenextslide:GROWGROW-Followup:important 38TheReviewCycle

(onKolb`slearningcycle)TheincidentWhatdoesthistellme-anypatternsorlinks?WhatdoIneedtododifferentlynexttime?Whathappened?Whathelped?Whathindered?TheReviewCycle

(onKolb`sl39Let’sBrainstormPleasewritedownwhatskillsagood

coachneeds?Let’sBrainstormPleasewrited40Nowlet`sdoit!

Letsdivideingroupoffour

andGetHandsOnExperienceCoachingSituationsPerson“1”CoachPerson“2”CoacheePerson“3”MainObserverFeedbackRolePerson“4”SupportingObserve&TimerObservationMissedObservationRules:CoachingTime:10minsFeedbacktime:20minsRolesChange,exerciserepeateduntileveryonehasplayedtheCoachNowlet`sdoit!

Letsdivide41Let`sBrainstormQ.

WhataretheCoachingTraps?Let`sBrainstormQ.Whataret42Possible

traps

when

CoachingTheCoachimposingyoursolutionsassumingtheylearnlikeyouassigningtasks,butnothavingaLearningReviewtakingbackworkwhichyouhavegiventotheLearnernotgivingthemadequateresourcesnotlisteningtotheirideaspunishingtheirmistakesTakingmonkeysfromothersPossibletrapswhenCoachingTh43Q.Whytake otherpeople`sMonkey?Q.Whytake 44WhyTakeOtherPeople`sMonkeys?Idon`ttrustthemDelegationisriskyIcandoitfasterIlikeplayingwithmonkeysIwanttoshowhowgoodIamIlike“Helping”peopleWhyTakeOtherPeople`sMonkey45WelcometothisWorkshopon

“CoachingForHighPerformance”

intheNewMillenniumWelcometothisWorkshopon

“46Whatdoyouknowabout“Coaching”?Me,theManagerWhatkindofmanageramI?Coaching-Whatdoesitmean?CoreCachingSkill-AskingQuestionsGROW-TheToolofCoachingG-GoalSettingR-RealityCheckO-OptionsW-What,When,WhoandWill

RolePlay-YouaretheCoachAgendaOfTheWorkshopWhatdoyouknowabout“Coachi47Let’sBrainstormPleasewritedownwhatyouknowabout“Coaching”Let’sBrainstormPleasewrited48TheManagerasCoachCoachinginActionLearnerCoachOrganisationalFactorsTheCoachingRelationshipCoachingForHighPerformance

InTheNewMillenniumTheManagerasCoachCoachingLe49WhatkindofManageramI?doesasmuchaspossiblehimselffocusesontasksratherthanpeopledelegatesworkfocusesonpeopleratherthantasksPleasechose():ADoerADeveloperWhatkindofManageramI?Plea50ReasonsforbeingDoer(1)

TraditionalManagerConceptThetraditionalconceptofmanagement:managing=GivingOrdersmanaging=controllingmanaging=solvingproblemsyourselfMostmanagersdoratherbelongtothegroupof“Doers”.Reasonsareasfollows:ReasonsforbeingDoer(1)

51ReasonsforbeingDoer(2)

Internal/PersonalreasonsTrustRiskControlSatisfactionReasonsforbeingDoer(2)

52TimeSkillsReasonsforbeingaDoer(3)

TimeandSkillsTherearetwomainreasons,whytheyDoso:TimeReasonsforbeingaDoer(53Isbeing/becomingadeveloperworththeeffort?Individualperformances?Theteam’sperformance?Yourperformanceasmanager?Theperformanceoftheorganisation?Yourcareerwithintheorganisation?Ifyouinvestedmoretimein‘developing’,wouldtherebesignificantbenefittobegainedintermsof:Isbeing/becomingadevelope54Dotheyliveuptotheirpotential?Doyouagreetothefollowingstatement?“ThereisagapbetweentheactualperformanceandthepotentialoftheemployeesImanage.”YesNoPleasechose():Dotheyliveuptotheirpoten55WhatCoachingcando? tohelpyoutogeta(better)developer.tonarrowthegapbetweenperformanceandpotentialofyourstaff.Themostimportantaimofcoachingis:ImprovePerformanceCoachingisanimportanttool:WhatCoachingcando? tohelp56DefinitionOfCoachingCoachingishelpingpeopletodevelopandperformtotheirhighestpotential.

CoachingForHighPerformance

InTheNewMillenniumDefinitionOfCoachingCoaching57WhyCoach?

Whatdoesitmeanto?Tohelpsomeonetochangetheirbehaviorinawaythattheywillbeabletosustain,becauseitenablesthemtobuildonwhattheyalreadyknowanddoAresponsetotobeleaner,flatter,faster,betteretcAsstandardskeeprising,managingtoimproveperformanceisthekeytoprofitabilityandtoachievingyourbusinessgoalsinanincreasinglycompetitiveworldCoachingForHighPerformance

InTheNewMillenniumWhyCoach?

Whatdoesitmean58Section

CoreSkillofCoaching

CoachingForHighPerformance

InTheNewMillenniumSectionCoreSkillofCoachi59Questions?Pleasewritedown,whenandwhyyouusequestions.Questions?Pleasewritedown,w60

WhyAskQuestions?NOT

TOGETINFORMATIONFORTHEQUESTIONERBUT

TODEVELOPTHELEARNER`SAWARENESSTOSHARPENTHELEARNER`SFOCUSTOSTIMULATELEARNER`SRESPONSIBILITYTOHELPTHELEARNERFINDTHEIROWNANSWERSTOGETLEARNERTOTAKEOWNERSHIPOFTHEPROCESSWhyAskQuestions?NOT61Coaching:theartofaskingquestionsSpontaneousRaisingcoachee’sawarenessOpenQuestionsCoaching:theartofaskingqu62WhenandWhatcanyoucoach?YoucancoachinbasicallyeverysituationYoucancoachyourselfand/oryouremployeesSomeopportunitiesforcoachingmakingaplanordecisionsolvingaproblemmeetingswithstaffproblematicrelationsbetweenemployeesAverygoodwayoffindingoutifcoachingispossibleisthis:

Everytimesomeonecomestoyouandhasaquestion:Askyourself:“DoIhavetoanswerit,orcouldtheyansweritthemselves?”Butbeawarethatsometimesstaffjustneedsyourquickhelpandinformation.Overdoingitwillnothelp.WhenandWhatcanyoucoach?Yo63AsWeGoAlongKeepThinkingAboutOneofYourAssociates`andAnyRelatedLiveCoachingIssuesforRealRolePlayLaterOnRemember!AsWeGoAlongKeepThinkingA64"GROW"Model"GROW"Model65GROW-AskingWhatquestions

WhenandWhatforG Goalsetting(mid-andlong-term)R RealityCheck-clarifythecurrentsituationO Options:discussingandsettlingon alternatives/ways/actionstoreach thegoalW What?When?Who?Will?Whatshould bedone?Whenbywhomanddoesthe willexisttodoit?GROWGROW-AskingWhatquestions66GROW

-Somehintsforaskingthe

rightquestions(1)THEFOLLOWINGHINTSMAYHELPYOUTOSUCCEEDIt`sabout-helping,NOTtellingIt`sabout-lettingitout,NOThammeringitinIt`sabout-unlockingpeople`spotentialsIt`sabout-helpingsomeonetogetthebestperformanceoutofthemselvesIt`sabout-steppingback,andhandingovertheresponsibilityforimprovementtotheLearnerIt`sabout-turningproblemsintoguidedlearningexperiences

DonotimposeyoursolutiononthecoacheeGROWGROW-Somehintsforaskingt67FollowthetrainofthoughtofthecoacheePayattentiontotheanswersQuestionsmustbespontaneousShowrealinterestinthecaseofthecoacheeUnderstand,SummariseandtakenotesDon’ttrytosolvealltheproblemsinonesessionGROWGROW

-Somehintsforaskingthe

rightquestions(2)Followthetrainofthoughtof68GROW:

GoalSetting:Whattype

ofGoal?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)GROWGROW:GoalSetting:Whattype69GROW:

GoalSetting:Whattypeof

Goal?Mid-termGoals/PerformanceGoals1.Characteristic:theyaresmallerandeasiertoachieve,e.g.:within6months,95%ofourproductswillpassthequalitytestourgroupsells10,000morepackagesofmedicineXbynextmonthIwillrun1,000metersin3minutesbynextFebruary.2.Characteristic:ThesegoalsCANbeinfluenced/controlledbyus.Theyaremeasurableandwecanhelpthattheyaremet,e.g.:improvequalitycontrolcirclesimprovemarketingactivities/employmoresalespersonneltrainingAmid-term/performancerelatedgoalisnecessary:todoyourworkandtobringusclosertothelong-termgoalTypesofGoals:Long-TermandMid-Term(2)GROWGROW:GoalSetting:Whattype70GROW:

GoalSetting:

Howtoseta

Goal?SMARTstandsfor:

S SpecificM MeasurableA AchievableR RealisticT Time-boundHowtosetaGoal?BeSMART!GROWGROW:GoalSetting:Howtoset71GROW:GoalSetting:SMARTquestionstohelpthecoacheesetaGoalREMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.Somegoalsmayhavetobeadjustedorchanged,ifthenextstep,therealitycheckshowsthatthegoalisnotrealisticorsolvable!GROWGROW:GoalSetting:SMARTques72GROW:

RealityCheckA:“Ihavealongstandingproblem.”B:“Whathaveyoudonesofar?”

RaisingawarenessWhythisstep?GROWGROW:RealityCheckA:“Ih73GROW:RealityCheck:Questionsto

helpthecoacheecheckreality

GenerallyspeakinginthisphaseofcoachingquestionslikeWhat? Who? Where?When? Howmuch?willbedominant.Someexamples:REMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.GROWGROW:RealityCheck:Questions74GROW:

OptionsCheckEncourage

themtospeakingout“impossible”solutions(theymighthavetheseedforagoodsolutioninthem).Breakingnegativeattitudes

Whythisstep,whatisimportant?THEAIMIS:findasmanysolutions/asmanyalternatives aspossible.GROWGROW:OptionsCheckEncouraget75GROW:

OptionsCheckDon’thideit.Ifyouhavesomethingtocontribute,doso.Butbecarefulhowyoudoit.Agoodwayisthefollowing:”Icouldthinkofsomemoreoptions.Doyouwanttohearthem?”Theywillbewilling.MakesurethatyouroptionsareNOTanorder,arenotnecessarilythebest.Donotgointoeverydetailofyouridea-itisnotyouwhoshouldsolvetheproblem.MakesurethattheyarejustaonepointontheOptionlist,nobetterandnoworsethantheotherpoints.Youhaveagoodsuggestionforthecoachee?GROWGROW:OptionsCheckDon’thide76GROW:

OptionsCheckStep1:LetthecoacheenotedownALLoptionsanOptionList.Step2:Selectthebestoptions:

Gothroughthelistagain.Lookateverysingleoption.Pickoutthemostlikely(mightbeacombinationofmorethanoneitem).Balancetheoptions,thegoodandthebad,thedisadvantagesandtheadvantagesagainsteachother,e.g.mightbetootimeconsuming,mightnotfitpersonalityofthecoachee,mightlackcertainhardskillstodoit,etc.

Step3:Checkoptionsagainstthegoal:Willthisoptionhelptoachievethegoalthecoacheewassettinghim/herselfearlier?Whattodowithalltheoptions?GROWGROW:OptionsCheckStep1:Let77GROW:

OptionsCheck:

Questionstohelpthecoacheefindtheawidevarietyofoptions

Donothideyoursuggestions:say:Ihaveasuggestion.DonottrytodirectthecoacheetoacceptyoursuggestionthroughyourquestionsREMEMBER:Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.GROWGROW:OptionsCheck:Questions78GROW:What?

When?

Who?Willbeachievedbythemansweringalotofquestions.Themainonesare:”Which

optionswillyouchose?”

“Whomustbeinformed?”“Whenwillyoubeginandwhenwillyouend?””Whatkindofsupportdoyouneed?”Whythisstep?

THEAIMIS:SentthemoutwithaclearplanofwhattodoandwhenGROWGROW:What?When?Who?Willbe79GROW:Will?Answeringthe“Will?”Question:Youhavetoensurethatthecoacheestickstohisplan.Method:Yourfinalquestionwillbe:“howsureareyouthatyoureallyfinalisethisoptiontoachievetheaim?”Ifthecoacheeisunsure,he/sheshouldbemotivatedtocrossoutsomethingsontheplanOrhe/shecouldgivehim/herselfalittlemoretime.

Otherimportanttasks:Betoughwithatimecommitment.Maket