1、Welcome to this Workshop on “Coaching For High Performance” in the New Millennium,What do you know about “Coaching”? Me, the Manager What kind of manager am I?Coaching - What does it mean? Core Caching Skill - Asking Questions GROW - The Tool of Coaching G - Goal Setting R - Reality Check O - Option
2、s W - What, When, Who and Will Role Play - You are the Coach,Agenda Of The Workshop,Lets Brainstorm,Please write down what you know about “Coaching”,The Manager as Coach,Coaching in Action,Learner,Coach,Organisational Factors,The Coaching Relationship,Coaching For High PerformanceIn The New Millenni
3、um,What kind of Manager am I?,does as much as possible himself focuses on tasks rather than peopledelegates work focuses on people rather than tasks,Please chose () :,A Doer,A Developer,Reasons for being Doer (1) Traditional Manager Concept,The traditional concept of management: managing = Giving Or
4、ders managing = controlling managing = solving problems yourself,Most managers do rather belong to the group of “Doers”. Reasons are as follows:,Reasons for being Doer (2) Internal / Personal reasons,TrustRiskControlSatisfaction,Time Skills,Reasons for being a Doer (3) Time and Skills,There are two
5、main reasons, why they Do so:,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 significant b
6、enefit to be gained in terms of:,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.”,Yes,No,Please chose () :,What Coaching can do?,to help you to get a (better) developer. to narrow
7、 the gap between performance and potential of your staff.,The most important aim of coaching is: Improve Performance,Coaching is an important tool:,Definition Of Coaching,Coaching is helping people to develop and perform to their highest potential .,Coaching For High PerformanceIn The New Millennium
8、,Why Coach? What does it mean to ?,To help someone to change their behavior in a way that they will be able to sustain, because it enables them to build on what they already know and do A response to to be leaner, flatter, faster, better etc As standards keep rising , managing to improve performance
9、 is the key to profitability and to achieving your business goals in an increasingly competitive world,Coaching For High PerformanceIn The New Millennium,Section,Core Skill of Coaching,Coaching For High PerformanceIn The New Millennium,Questions?,Please write down, when and why you use questions.,Wh
10、y Ask Questions?,NOTTO GET INFORMATION FOR THE QUESTIONERBUTTO DEVELOP THE LEARNERS AWARENESS TO SHARPEN THE LEARNERS FOCUS TO STIMULATE LEARNERS RESPONSIBILITY TO HELP THE LEARNER FIND THEIR OWN ANSWERS TO GET LEARNER TO TAKE OWNERSHIP OF THE PROCESS,Coaching: the art of asking questions,Spontaneou
11、sRaising coachees awareness Open Questions,When and What can you coach?,You can coach in basically every situation You can coach yourself and/or your employees Some opportunities for coaching making a plan or decision solving a problem meetings with staff problematic relations between employees,A ve
12、ry 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. Overdoing it will not help.,As We
13、Go Along Keep Thinking About One of Your Associates and Any Related Live Coaching Issues for Real Role Play Later On,Remember!,“ GROW“ Model,GROW - Asking What questions When and What for,G Goal setting (mid- and long-term) R Reality Check - clarify the current situation O Options: discussing and se
14、ttling on alternatives / ways / actions to reach the goal W What? When? Who? Will? What should be done? When by whom and does the will exist to do it?,GROW,GROW - Some hints for asking the right questions (1),THE FOLLOWING HINTS MAY HELP YOU TO SUCCEED Its about - helping , NOT telling Its about - l
15、etting it out , NOT hammering it in Its about - unlocking peoples potentials Its about - helping someone to get the best performance out of themselves Its about - stepping back, and handing over the responsibility for improvement to the Learner Its about - turning problems into guided learning exper
16、iences Do not impose your solution on the coachee,GROW,Follow the train of thought of the coachee Pay attention to the answers Questions must be spontaneous Show real interest in the case of the coachee Understand, Summarise and take notes Dont try to solve all the problems in one session,GROW,GROW
17、- Some hints for asking the right questions (2),GROW: Goal Setting: What type of Goal?,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
18、: External factors may be crucial: for achieving them factors matter, which you CANNOT control, e.g.: performance of competitors / corporate level helpful relations of competitors for the Chief Rep. Position / personal level A long-term goal is desirable: Having one is motivating. It can be the insp
19、iration for our mid-term / performance related goals.,Types of Goals: Long-Term and Mid-Term (1),GROW,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
20、 test our group sells 10,000 more packages of medicine X by next month I will run 1,000 meters 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 circles improve mark
21、eting activities / employ more sales personnel training A mid-term / performance related goal is necessary: to do your work and to bring us closer to the long-term goal,Types of Goals: Long-Term and Mid-Term (2),GROW,GROW: Goal Setting: How to set a Goal?,SMART stands for: S Specific M Measurable A
22、Achievable R Realistic T Time-bound,How to set a Goal? Be SMART!,GROW,GROW: Goal Setting: SMART questions to help the coachee set a Goal,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 coac
23、hee.,Some goals may have to be adjusted or changed, if the next step, the reality check shows that the goal is not realistic or solvable!,GROW,GROW: Reality Check,A: “I have a longstanding problem.” B: “What have you done so far?” Raising awareness,Why this step?,GROW,GROW: Reality Check: Questions
24、to help the coachee check reality,Generally speaking in this phase of coaching questions 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 y
25、our solution on the coachee.,GROW,GROW: Options Check,Encourage them to speaking out “impossible” 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.,GRO
26、W,GROW: Options Check,Dont hide it. If you have something to contribute, do so. But be 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.
27、 Do not go into every detail of your idea - it is not you who should solve the problem. 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?,GROW,GROW: Options Check,Step 1: Let the coachee note down AL
28、L options an Option List. Step 2: Select the best options: Go through the list again. 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 b
29、e too time consuming, might not fit personality of the coachee, might lack certain 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?,GROW,GROW: Options Check: Ques
30、tions to help the coachee find the a wide variety of options,Do not hide your suggestions: say: I have a suggestion. Do not try to direct the coachee to accept your suggestion through your questions,REMEMBER: Coaching is done to help the coachee help him/herself to solve a problem. THEY should solve
31、 the problem, not YOU. Do not impose your solution on the coachee.,GROW,GROW: 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 n
32、eed?”,Why this step?,THE AIM IS: Sent them out with a clear plan of what to do and when,GROW,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
33、 aim?” If the coachee is unsure, he/she should be motivated to cross out some things on the plan Or 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 prepare
34、s the coachee.,What is your role - Get a commitment,GROW,GROW: What? When? Who? Will? Questions to help the coachee realise his plan,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.
35、,GROW,GROW - The best questions for each step,GROW,GROW - Follow up: important task for the manager,Going out of your office after a coaching session, the employee will be much more motivated than when he would come out of there with just another order to fulfil. There is some things you should do n
36、ow, 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 questions in this last step. Be available for further questions, discussions and help. After employee has
37、finished his/her task:Facilitate the learning effect through: get the coachee in to do the review cycle: see next slide:,GROW,The Review Cycle ( on Kolbs learning cycle),The incident,What does this tell me - any patterns or links?,What do I need to do differently next time?,What happened? What helpe
38、d? What hindered?,Lets Brainstorm,Please write down what skills a good coach needs?,Now lets do it ! Lets divide in group of four and Get Hands On Experience,Coaching Situations,Person “1” Coach,Person “2” Coachee,Person “3” Main Observer Feedback Role,Person “4” SupportingObserve & Timer,Observatio
39、n,Missed Observation,Rules: Coaching Time: 10 mins Feedback time: 20 mins Roles Change, exercise repeated until everyone has played the Coach,Lets Brainstorm,Q. What are the Coaching Traps ?,Possible traps when Coaching,The Coach imposing your solutions assuming they learn like you assigning tasks,
40、but not having a Learning Review taking back work which you have given to the Learner not giving them adequate resources not listening to their ideas punishing their mistakes Taking monkeys from others,Q.Why take other peoples Monkey ?,Why Take Other Peoples Monkeys?,I dont trust them Delegation is risky I can do it faster I like playing with monkeys I want to show how good I am I like “Helping” people,
