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1、WelcometothisWorkshopon CoachingForHighPerformance intheNewMillennium Whatdoyouknowabout Coaching Me theManagerWhatkindofmanageramI Coaching Whatdoesitmean CoreCachingSkill AskingQuestionsGROW TheToolofCoachingG GoalSettingR RealityCheckO OptionsW What When WhoandWillRolePlay YouaretheCoach AgendaOf
2、TheWorkshop Let sBrainstorm Pleasewritedownwhatyouknowabout Coaching TheManagerasCoach CoachinginAction Learner Coach OrganisationalFactors TheCoachingRelationship CoachingForHighPerformanceInTheNewMillennium WhatkindofManageramI doesasmuchaspossiblehimselffocusesontasksratherthanpeopledelegateswork
3、focusesonpeopleratherthantasks Pleasechose ADoer ADeveloper ReasonsforbeingDoer 1 TraditionalManagerConcept Thetraditionalconceptofmanagement managing GivingOrdersmanaging controllingmanaging solvingproblemsyourself Mostmanagersdoratherbelongtothegroupof Doers Reasonsareasfollows ReasonsforbeingDoer
4、 2 Internal Personalreasons TrustRiskControlSatisfaction TimeSkills ReasonsforbeingaDoer 3 TimeandSkills Therearetwomainreasons whytheyDoso Isbeing becomingadeveloperworththeeffort Individualperformances Theteam sperformance Yourperformanceasmanager Theperformanceoftheorganisation Yourcareerwithinth
5、eorganisation Ifyouinvestedmoretimein developing wouldtherebesignificantbenefittobegainedintermsof Dotheyliveuptotheirpotential Doyouagreetothefollowingstatement ThereisagapbetweentheactualperformanceandthepotentialoftheemployeesImanage Yes No Pleasechose WhatCoachingcando tohelpyoutogeta better dev
6、eloper tonarrowthegapbetweenperformanceandpotentialofyourstaff Themostimportantaimofcoachingis ImprovePerformance Coachingisanimportanttool DefinitionOfCoaching Coachingishelpingpeopletodevelopandperformtotheirhighestpotential CoachingForHighPerformanceInTheNewMillennium WhyCoach Whatdoesitmeanto To
7、helpsomeonetochangetheirbehaviorinawaythattheywillbeabletosustain becauseitenablesthemtobuildonwhattheyalreadyknowanddoAresponsetotobeleaner flatter faster betteretcAsstandardskeeprising managingtoimproveperformanceisthekeytoprofitabilityandtoachievingyourbusinessgoalsinanincreasinglycompetitiveworl
8、d CoachingForHighPerformanceInTheNewMillennium Section CoreSkillofCoaching CoachingForHighPerformanceInTheNewMillennium Questions Pleasewritedown whenandwhyyouusequestions WhyAskQuestions NOTTOGETINFORMATIONFORTHEQUESTIONERBUTTODEVELOPTHELEARNER SAWARENESSTOSHARPENTHELEARNER SFOCUSTOSTIMULATELEARNER
9、 SRESPONSIBILITYTOHELPTHELEARNERFINDTHEIROWNANSWERSTOGETLEARNERTOTAKEOWNERSHIPOFTHEPROCESS Coaching theartofaskingquestions SpontaneousRaisingcoachee sawarenessOpenQuestions WhenandWhatcanyoucoach YoucancoachinbasicallyeverysituationYoucancoachyourselfand oryouremployeesSomeopportunitiesforcoachingm
10、akingaplanordecisionsolvingaproblemmeetingswithstaffproblematicrelationsbetweenemployees Averygoodwayoffindingoutifcoachingispossibleisthis Everytimesomeonecomestoyouandhasaquestion Askyourself DoIhavetoanswerit orcouldtheyansweritthemselves Butbeawarethatsometimesstaffjustneedsyourquickhelpandinfor
11、mation Overdoingitwillnothelp AsWeGoAlongKeepThinkingAboutOneofYourAssociates andAnyRelatedLiveCoachingIssuesforRealRolePlayLaterOn Remember GROW Model GROW AskingWhatquestionsWhenandWhatfor GGoalsetting mid andlong term RRealityCheck clarifythecurrentsituationOOptions discussingandsettlingonalterna
12、tives ways actionstoreachthegoalWWhat When Who Will Whatshouldbedone Whenbywhomanddoesthewillexisttodoit GROW GROW Somehintsforaskingtherightquestions 1 THEFOLLOWINGHINTSMAYHELPYOUTOSUCCEEDIt sabout helping NOTtellingIt sabout lettingitout NOThammeringitinIt sabout unlockingpeople spotentialsIt sabo
13、ut helpingsomeonetogetthebestperformanceoutofthemselvesIt sabout steppingback andhandingovertheresponsibilityforimprovementtotheLearnerIt sabout turningproblemsintoguidedlearningexperiencesDonotimposeyoursolutiononthecoachee GROW FollowthetrainofthoughtofthecoacheePayattentiontotheanswersQuestionsmu
14、stbespontaneousShowrealinterestinthecaseofthecoacheeUnderstand SummariseandtakenotesDon ttrytosolvealltheproblemsinonesession GROW GROW Somehintsforaskingtherightquestions 2 GROW GoalSetting WhattypeofGoal Long TermGoals VisionaryGoals1 Characteristic theyarereallybigandambitious e g becomethemarket
15、leader corporatelevel becomeChiefRep personallevel winningagoldmedal 2 Characteristic Externalfactorsmaybecrucial forachievingthemfactorsmatter whichyouCANNOTcontrol e g performanceofcompetitors corporatelevelhelpfulrelationsofcompetitorsfortheChiefRep Position personallevelAlong termgoalisdesirable
16、 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 impro
