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1、Welcome to this Workshop on “Coaching For High Performance”in the New MillenniumDr.liuwenti1内容展示What do you know about “Coaching”?Me, the ManagerWhat kind of manager am I?Coaching - What does it mean?Core Caching Skill - Asking QuestionsGROW - The Tool of CoachingG - Goal SettingR - Reality CheckO -
2、 OptionsW - What, When, Who and Will Role Play - You are the CoachAgenda Of The Workshop 2内容展示Lets BrainstormPlease write down what you know about “Coaching”3内容展示The Manager as CoachCoachingin ActionLearnerCoachOrganisational FactorsThe Coaching RelationshipCoachingFor HighPerformance In The New Mil
3、lennium4内容展示What kind of Manager am I?does as much as possible himselffocuses on tasks rather than peopledelegates work focuses on people rather than tasksPlease chose ( ) :A DoerA Developer5内容展示Reasons for being Doer (1) Traditional Manager ConceptThe traditional concept of management: managing = G
4、iving Ordersmanaging = controllingmanaging = solving problems yourselfMost managers do rather belong to the group of “Doers”. Reasons are as follows:6内容展示Reasons for being Doer (2) Internal / Personal reasonsTrustRiskControlSatisfaction7内容展示TimeSkillsReasons for being a Doer (3) Time and SkillsThere
5、 are two main reasons, why they Do so: 8内容展示Is being / becoming a developer worth the effort?Individual performances?The teams performance?Your performance as manager?The performance of the organisation?Your career within the organisation?If you invested more time in developing, would there be signi
6、ficant benefit to be gained in terms of:9内容展示Do they live up to their potential?Do you agree to the following statement?“There is a gap between the actual performance and the potential of the employees I manage.”YesNoPlease chose ( ) :10内容展示What Coaching can do? to help you to get a (better) develop
7、er.to narrow the gap between performance and potential of your staff.The most important aim of coaching is: Improve PerformanceCoaching is an important tool:11内容展示Definition Of CoachingCoaching is helping people to develop and perform to their highest potential .CoachingFor HighPerformance In The Ne
8、w Millennium12内容展示Why Coach? What does it mean to ?CoachingFor HighPerformance In The New Millennium13内容展示Section Core Skill of Coaching CoachingFor HighPerformance In The New Millennium14内容展示Questions?Please write down, when and why you use questions. 15内容展示 Why Ask Questions?NOT4 TO GET INFORMATIO
9、N FOR THE QUESTIONERBUT4 TO DEVELOP THE LEARNERS AWARENESS4TO SHARPEN THE LEARNERS FOCUS4TO STIMULATE LEARNERS RESPONSIBILITY4TO HELP THE LEARNER FIND THEIR OWN ANSWERS4TO GET LEARNER TO TAKE OWNERSHIP OF THE PROCESS16内容展示Coaching: the art of asking questionsSpontaneousRaising coachees awareness Ope
10、n Questions 17内容展示When and What can you coach?You can coach in basically every situationYou can coach yourself and/or your employeesSome opportunities for coaching *making a plan or decision *solving a problem*meetings with staff*problematic relations between employeesA very good way of finding out
11、if coaching is possible is this:A very good way of finding out if coaching is possible is this: Every time someone comes to you and has a question: Ask yourself: “Do I have to answer it, or could they answer it themselves?” But be aware that sometimes staff just needs your quick help and information
12、. Overdoing it will not help. 18内容展示Remember!19内容展示20内容展示GROW - Asking What questions When and What forG Goal setting (mid- and long-term)R Reality Check - clarify the current situationO Options: discussing and settling on alternatives / ways / actions to reach the goalW What? When? Who? Will? What
13、should be done? When by whom and does the will exist to do it?GROW21内容展示GROW - Some hints for asking the right questions (1)THE FOLLOWING HINTS MAY HELP YOU TO SUCCEEDIts about - helping , NOT telling Its about - letting it out , NOT hammering it inIts about - unlocking peoples potentialsIts about -
14、 helping someone to get the best performance out of themselvesIts about - stepping back, and handing over the responsibility for improvement to the Learner Its about - turning problems into guided learning experiences Do not impose your solution on the coacheeGROW22内容展示Follow the train of thought of
15、 the coachee Pay attention to the answers Questions must be spontaneousShow real interest in the case of the coacheeUnderstand, Summarise and take notesDont try to solve all the problems in one sessionGROWGROW - Some hints for asking the right questions (2)23内容展示GROW: Goal Setting: What type of Goal
16、?Long-Term Goals / Visionary Goals 1. Characteristic: they are really big and ambitious, e.g.: become the market leader (corporate level), become Chief Rep. (personal level), winning a gold medal. 2. Characteristic: External factors may be crucial: for achieving them factors matter, which you CANNOT
17、 control, e.g.:performance of competitors / corporate levelhelpful relations of competitors for the Chief Rep. Position / personal levelA long-term goal is desirable: Having one is motivating. It can be the inspiration for our mid-term / performance related goals.Types of Goals: Long-Term and Mid-Te
18、rm (1)GROW24内容展示GROW: Goal Setting: What type of Goal?Mid-term Goals / Performance Goals 1. Characteristic: they are smaller and easier to achieve, e.g. :within 6 months, 95% of our products will pass the quality testour group sells 10,000 more packages of medicine X by next monthI will run 1,000 me
19、ters in 3 minutes by next February. 2. Characteristic: These goals CAN be influenced / controlled by us. They are measurable and we can help that they are met, e.g.: improve quality control circlesimprove marketing activities / employ more sales personneltrainingA mid-term / performance related goal
20、 is necessary: to do your work and to bring us closer to the long-term goalTypes of Goals: Long-Term and Mid-Term (2)GROW25内容展示GROW: Goal Setting: How to set a Goal?SMART stands for: SSpecificM MeasurableA AchievableR RealisticT Time-boundHow to set a Goal? Be SMART!GROW26内容展示GROW: Goal Setting: SMA
21、RT questions to help the coachee set a GoalREMEMBER: Coaching is done to help the coachee help him/herself to solve a problem. THEY should solve the problem, not YOU. Do not impose your solution on the coachee.Some goals may have to be adjusted or changed, if the next step, the reality check shows t
22、hat the goal is not realistic or solvable!GROW27内容展示GROW: Reality Check A: “I have a longstanding problem.” B: “What have you done so far?” Raising awarenessWhy this step?GROW28内容展示GROW: Reality Check: Questions to help the coachee check reality Generally speaking in this phase of coaching questions
23、 like What?Who? Where?When? How much? will be dominant. Some examples:REMEMBER: Coaching is done to help the coachee help him/herself to solve a problem. THEY should solve the problem, not YOU. Do not impose your solution on the coachee.GROW29内容展示GROW: Options CheckEncourage them to speaking out “im
24、possible” solutions (they might have the seed for a good solution in them).Breaking negative attitudes Why this step, what is important? THE AIM IS: find as many solutions / as many alternatives as possible. GROW30内容展示GROW: Options CheckDont hide it. If you have something to contribute, do so. But b
25、e careful how you do it. A good way is the following: ”I could think of some more options. Do you want to hear them?” They will be willing. Make sure that your options are NOT an order, are not necessarily the best. Do not go into every detail of your idea - it is not you who should solve the proble
26、m. Make sure that they are just a one point on the Option list, no better and no worse than the other points. You have a good suggestion for the coachee? GROW31内容展示GROW: Options CheckStep 1: Let the coachee note down ALL options an Option List.Step 2: Select the best options: Go through the list aga
27、in. Look at every single option. Pick out the most likely (might be a combination of more than one item). Balance the options, the good and the bad, the disadvantages and the advantages against each other, e.g. might be too time consuming, might not fit personality of the coachee, might lack certain
28、 hard skills to do it, etc. Step 3: Check options against the goal: Will this option help to achieve the goal the coachee was setting him/herself earlier?What to do with all the options? GROW32内容展示GROW: Options Check: Questions to help the coachee find the a wide variety of optionsDo not hide your s
29、uggestions: say: I have a suggestion. Do not try to direct the coachee to accept your suggestion through your questionsREMEMBER: Coaching is done to help the coachee help him/herself to solve a problem. THEY should solve the problem, not YOU. Do not impose your solution on the coachee.GROW33内容展示GROW
30、: What? When? Who? Will be achieved by them answering a lot of questions. The main ones are: ”Which options will you chose?” “Who must be informed?”“When will you begin and when will you end?”What kind of support do you need?”Why this step? THE AIM IS: Sent them out with a clear plan of what to do a
31、nd whenGROW34内容展示GROW: Will?Answering the “Will?” Question: You have to ensure that the coachee sticks to his plan. Method: Your final question will be: “ how sure are you that you really finalise this option to achieve the aim?” If the coachee is unsure, he/she should be motivated to cross out some
32、 things on the planOr he/she could give him/herself a little more time. Other important tasks: Be tough with a time commitment. Make the coachee name a STARTING date and an END. Talk about obstacles: Addressing them prepares the coachee. What is your role - Get a commitmentGROW35内容展示GROW: What? When
33、? Who? Will? Questions to help the coachee realise his planREMEMBER: Coaching is done to help the coachee help him/herself to solve a problem. THEY should solve the problem, not YOU. Do not impose your solution on the coachee.GROW36内容展示GROW - The best questions for each stepGROWREMEMBER: Coaching is
34、 done to help the coachee help him/herself to solve a problem. THEY should solve the problem, not YOU. Do not impose your solution on the coachee.37内容展示GROW - Follow up: important task for the managerGoing out of your office after a coaching session, the employee will be much more motivated than whe
35、n he would come out of there with just another order to fulfil. There is some things you should do now, to help further development: Immediately after the Coaching Session: Immediately after step 4 it is advised that the coach provides the coachee with a written form of the answers on all the questi
36、ons in this last step. Be available for further questions, discussions and help.After employee has finished his/her task: Facilitate the learning effect through: get the coachee in to do the review cycle: see next slide: GROW38内容展示The Review Cycle( on Kolbs learning cycle)The incidentWhat does this
37、tell me - any patterns or links?What do I need to do differently next time?What happened?What helped?What hindered?39内容展示Lets BrainstormPlease write down what skillsa good coach needs?40内容展示Now lets do it ! Lets divide in group of fourand Get Hands On ExperienceObservationMissed ObservationRules:Coa
38、ching Time: 10 minsFeedback time: 20 mins Roles Change, exercise repeated until everyone has played the Coach41内容展示Lets BrainstormQ. What are the Coaching Traps ?42内容展示Possible traps when CoachingThe Coachimposing your solutionsassuming they learn like youassigning tasks, but not having a Learning R
39、eviewtaking back work which you have given to the Learnernot giving them adequate resourcesnot listening to their ideaspunishing their mistakesTaking monkeys from others43内容展示Q.Why take other peoples Monkey ?44内容展示Why Take Other Peoples Monkeys?I dont trust themDelegation is riskyI can do it fasterI like playing with monkeysI want to show how good I amI like “Helping” people45内容展示
