《GROW教练技巧》PPT课件.ppt

WelcometothisWorkshopon CoachingForHighPerformance intheNewMillennium Whatdoyouknowabout Coaching Me theManagerWhatkindofmanageramI Coaching Whatdoesitmean CoreCachingSkill AskingQuestionsGROW TheToolofCoachingG GoalSettingR RealityCheckO OptionsW What When WhoandWillRolePlay YouaretheCoach AgendaOfTheWorkshop Let sBrainstorm 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 Theteam sperformance Yourperformanceasmanager Theperformanceoftheorganisation Yourcareerwithintheorganisation Ifyouinvestedmoretimein developing 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 NOTTOGETINFORMATIONFORTHEQUESTIONERBUTTODEVELOPTHELEARNER SAWARENESSTOSHARPENTHELEARNER SFOCUSTOSTIMULATELEARNER SRESPONSIBILITYTOHELPTHELEARNERFINDTHEIROWNANSWERSTOGETLEARNERTOTAKEOWNERSHIPOFTHEPROCESS Coaching theartofaskingquestions SpontaneousRaisingcoachee sawarenessOpenQuestions WhenandWhatcanyoucoach YoucancoachinbasicallyeverysituationYoucancoachyourselfand oryouremployeesSomeopportunitiesforcoachingmakingaplanordecisionsolvingaproblemmeetingswithstaffproblematicrelationsbetweenemployees Averygoodwayoffindingoutifcoachingispossibleisthis Everytimesomeonecomestoyouandhasaquestion Askyourself DoIhavetoanswerit orcouldtheyansweritthemselves Butbeawarethatsometimesstaffjustneedsyourquickhelpandinformation Overdoingitwillnothelp AsWeGoAlongKeepThinkingAboutOneofYourAssociates andAnyRelatedLiveCoachingIssuesforRealRolePlayLaterOn Remember GROW Model GROW AskingWhatquestionsWhenandWhatfor GGoalsetting mid andlong term RRealityCheck clarifythecurrentsituationOOptions discussingandsettlingonalternatives ways actionstoreachthegoalWWhat When Who Will Whatshouldbedone Whenbywhomanddoesthewillexisttodoit GROW GROW Somehintsforaskingtherightquestions 1 THEFOLLOWINGHINTSMAYHELPYOUTOSUCCEEDIt sabout helping NOTtellingIt sabout lettingitout NOThammeringitinIt sabout unlockingpeople spotentialsIt sabout helpingsomeonetogetthebestperformanceoutofthemselvesIt sabout steppingback andhandingovertheresponsibilityforimprovementtotheLearnerIt sabout turningproblemsintoguidedlearningexperiencesDonotimposeyoursolutiononthecoachee GROW FollowthetrainofthoughtofthecoacheePayattentiontotheanswersQuestionsmustbespontaneousShowrealinterestinthecaseofthecoacheeUnderstand SummariseandtakenotesDon ttrytosolvealltheproblemsinonesession 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 Don thideit 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 seenextslide GROW TheReviewCycle onKolb slearningcycle Theincident Whatdoesthistellme anypatternsorlinks WhatdoIneedtododifferentlynexttime Whathappened Whathelped Whathindered Let sBrainstorm Pleasewritedownwhatskillsagoodcoachneeds Nowlet sdoit LetsdivideingroupoffourandGetHandsOnExperience CoachingSituations Person 1 Coach Person 2 Coachee Person 3 MainObserverFeedbackRole Person 4 SupportingObserve Timer Observation MissedObservation Rules CoachingTime 10minsFeedbacktime 20minsRolesChange exerciserepeateduntileveryonehasplayedtheCoach Let sBrainstorm Q WhataretheCoachingTraps PossibletrapswhenCoaching TheCoachimposingyoursolutionsassumingtheylearnlikeyouassigningtasks butnothavingaLearningReviewtakingbackworkwhichyouhavegiventotheLearnernotgivingthemadequateresourcesnotlisteningtotheirideaspunishingtheirmistakesTakingmonkeysfromothers Q Whytakeotherpeople sMonkey WhyTakeOtherPeople sMonkeys Idon ttrustthemDelegationisriskyIcandoitfasterIlikeplayingwithmonkeysIwanttoshowhowgoodIamIlike Helping people