贝恩外企高绩效教练GROW模型.docx

贝恩外企高绩效教练GROW模型.docx

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贝恩外企高绩效教练GROW模型

贝恩－外企高绩效教练GROW模型

贝恩,外企高绩效教练GROW模型

WelcometothisWorkshopon

“CoachingForHigh

Performance”

intheNewMillenniumAgendaOfTheWorkshop

Whatdoyouknowabout“Coaching”?

Me,theManager

WhatkindofmanageramI?

Coaching-Whatdoesitmean?

CoreCachingSkill-AskingQuestions

GROW-TheToolofCoachingG-GoalSetting

R-RealityCheck

O-Options

W-What,When,WhoandWillRolePlay-YouaretheCoachLet’sBrainstormPleasewrite

down

whatyouknow

about“Coaching”Coaching

ForHigh

Performance

TheManagerasCoach

InTheNewMillennium

OrganisationalFactors

TheCoachingRelationship

Coaching

CoachLearner

CoachLearner

inActionWhatkindofManageramI?

Pleasechose?

:

ADoer

doesasmuchaspossiblehimselffocusesontasksratherthanpeople

ADeveloper

delegateswork

focusesonpeopleratherthantasksReasonsforbeingDoer1TraditionalManagerConcept

Mostmanagersdoratherbelongtothegroupof

“Doers”.Reasonsareasfollows:

Thetraditionalconceptofmanagement:

managingGivingOrders

managingcontrolling

managingsolvingproblemsyourselfReasonsforbeingDoer2Internal

/Personalreasons

Trust

Risk

Control

SatisfactionReasonsforbeingaDoer3TimeandSkills

Therearetwomainreasons,whytheyDoso:

Time

SkillsIsbeing/becomingadeveloperworththeeffort?

Ifyouinvestedmoretimein‘developing’,would

therebesignificantbenefittobegainedinterms

of:

Individualperformances?

Theteam’sperformance?

Yourperformanceasmanager?

Theperformanceofthe

organisation?

Yourcareerwithinthe

organisation?

Dotheyliveuptotheirpotential?

Doyouagreetothefollowingstatement?

“ThereisagapbetweentheactualperformanceandthepotentialoftheemployeesImanage.”

Pleasechose?

:

YesNoWhatCoachingcandoCoachingisanimportanttool:

tohelpyoutogetabetterdeveloper.tonarrowthegapbetweenperformanceandpotentialofyourstaff.

Themostimportantaimofcoachingis:

ImprovePerformanceCoaching

ForHigh

Performance

DefinitionOfCoaching

InTheNewMillennium

Coachingishelping

peopletodevelop

andperformtotheir

highestpotential.Coaching

ForHigh

Performance

WhyCoachInTheNewMillennium

WhatdoesitmeantoTohelpsomeonetochangetheirbehaviorinaway

thattheywillbeabletosustain,becauseitenablesthemtobuildonwhattheyalreadyknowanddoAresponsetotobeleaner,flatter,faster,betteretcAsstandardskeeprising,managingtoimproveperformanceisthekeytoprofitabilityandtoachievingyourbusinessgoalsinanincreasinglycompetitiveworldCoaching

ForHigh

Performance

Section

InTheNewMillennium

CoreSkillof

CoachingQuestions?

Pleasewritedown,whenandwhyyou

usequestionsWhyAskQuestions?

NOT

4TOGETINFORMATIONFORTHEQUESTIONERBUT

4TODEVELOPTHELEARNER`SAWARENESS

4TOSHARPENTHELEARNER`SFOCUS

4TOSTIMULATELEARNER`SRESPONSIBILITY

4TOHELPTHELEARNERFINDTHEIROWNANSWERS

4TOGETLEARNERTOTAKEOWNERSHIPOFTHE

PROCESSCoaching:

theartofasking

questions

Spontaneous

Raisingcoachee’sawareness

OpenQuestionsWhenandWhatcanyoucoach?

Youcancoachinbasicallyeverysituation

Youcancoachyourselfand/oryouremployees

Someopportunitiesforcoaching*makingaplanordecision*solvingaproblem

*meetingswithstaff

AAvveerryyggooooddwwaayyooffffiinnddiin

nggoouuttiiffccooaacchhiinnggiissppoossssiib

blleeiisstthhiiss:

:

Averygoodwayoffindingoutifcoaching

ispossibleisthis:

*problematicrelationsbetweenemployees

Everytimesomeonecomestoyouandhasaquestion:

AskEverytimesomeonecomestoyouandhasaquestion:

Askyourself:

“DoIhavetoanswerit,orcouldtheyanswerit

yourself:

“DoIhavetoanswerit,orcouldtheyanswerit

themselves?

”themselves?

”

ButbeawarethatsometimesstaffjustneedsyourquickButbeawarethatsometimesstaffjustneedsyourquickhelpandinformation.Overdoingitwillnothelphelpandinformation.OverdoingitwillnothelpRemember!

Remember!

AsWeGoAlongKeep

ThinkingAboutOneofYour

Associates`andAnyRelated

LiveCoachingIssuesforReal

RolePlayLaterOnGROW

GROW-AskingWhatquestionsGROWWhenandWhatforGGoalsettingmid-andlong-term

RRealityCheck-clarifythecurrent

situation

OOptions:

discussingandsettlingon

alternatives/ways/actionstoreach

thegoal

WWhat?

When?

Who?

Will?

What

shouldbedone?

Whenbywhom

anddoesthewillexisttodoit?

GROW

GROW-SomehintsforaskingtheGROWrightquestions1

THEFOLLOWINGHINTSMAYHELPYOUTO

SUCCEED

It`sabout-helping,NOTtelling

It`sabout-lettingitout,NOThammeringitinIt`sabout-unlockingpeople`spotentialsIt`sabout-helpingsomeonetogetthebestperformanceoutofthemselves

It`sabout-steppingback,andhandingovertheresponsibilityforimprovementtotheLearnerIt`sabout-turningproblemsintoguidedlearningexperiences

DonotimposeyoursolutiononthecoacheeGROWGROW-SomehintsforaskingtheGROWrightquestions2FollowthetrainofthoughtofthecoacheePayattentiontotheanswers

Questionsmustbespontaneous

ShowrealinterestinthecaseofthecoacheeUnderstand,Summariseandtakenotes

Don’ttrytosolvealltheproblemsinonesessionGROW:

GoalSetting:

What

type

GROWof

Goal?

TypesofGoals:

Long-TermandMid-Term1

Long-TermGoals/VisionaryGoals

1.Characteristic:

theyarereallybigandambitious,e.g.:

becomethemarketleadercorporatelevel,becomeChiefRep.personallevel,winningagoldmedal2.Characteristic:

Externalfactorsmaybecrucial:

for

achievingthemfactorsmatter,whichyouCANNOT

control,e.g.:

performanceofcompetitors/corporatelevelhelpfulrelationsofcompetitorsfortheChiefRep.Position/personallevel

Along-termgoalisdesirable:

HavingoneismotivatingItcanbetheinspirationforourmid-term/performance

relatedgoals.GROW:

GoalSetting:

What

GROW

typeofGoal?

TypesofGoals:

Long-TermandMid-Term2

Mid-termGoals/PerformanceGoals

1.Characteristic:

theyaresmallerandeasiertoachieve,

e.g.:

within6months,95%ofourproductswillpassthequalitytestourgroupsells10,000morepackagesofmedicineXbynextmonthIwillrun1,000metersin3minutesbynextFebruary2.Characteristic:

ThesegoalsCANbeinfluenced/

controlledbyus.Theyaremeasurableandwecanhelpthattheyaremet,e.g.:

improvequalitycontrolcirclesimprove

marketingactivities/employmoresalespersonneltrainingAmid-term/performancerelatedgoalisnecessary:

todoyourworkandtobringusclosertothelong-termgoalGROW:

Goal

Setting:

How

GROW

tosetaGoal?

HowtosetaGoal?

BeSMART!

SMARTstandsfor:

SSpecific

MMeasurable

AAchievable

RRealistic

TTime-boundGROW:

GoalSetting:

GROW

SMARTquestionstohelpthe

coacheesetaGoal

Whatistheaimofthisdiscussion?

Whatdoyouwanttoreachlong-term,mid-term?

G

Isthisalong-oramid-termgoal?

Ifitisalong-termgoal,whatmid-termgoals

O

mighthelpyoutoreachit?

Whendoyouwanttohaveachievedthis?

A

Isitpositivelystated,challenging,realistic,measurable?

LWhichproblemisthemostdifficultforyou?

IsitaSMARTgoal?

Somegoalsmayhavetobeadjustedorchanged,ifthenextstep,therealitycheckshowsthatthegoalisnotrealisticorsolvable!

REMEMBER:

Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.GROWGROW:

Reality

Check

WhythisstepA:

“Ihavealongstandingproblem.”B:

“Whathaveyou

donesofar?

”RaisingawarenessGROW:

RealityCheck:

Questionstohelpthecoacheecheck

GROW

reality

GenerallyspeakinginthisphaseofcoachingquestionslikeWhat?

Who?

WhereWhenHowmuchwillbedominant.Someexamples:

Whatdidyoudointhismatteruntilnow?

R

Whatweretheresults?

E

Whathappensnow?

A

Whomdoesitconcern?

L

Whathappensinternallyandexternally?

I

Whathindersyoufrommakingprogress?

T

Doyoufeeluneasyaboutsomethingin

Y

thisproject/plan?

REMEMBER:

Coachingisdonetohelpthecoacheehelphim/herselftosolveaproblem.THEYshouldsolvetheproblem,notYOU.Donotimposeyoursolutiononthecoachee.GROW

GROW:

OptionsCheck

Whythisstep,whatisimportantTHEAIMIS:

findasmanysolutions

/asmanyalternativesaspossibleEncouragethemtospeakingout“impossible”

solutionstheymighthavetheseedforagood

solutioninthem.

BreakingnegativeattitudesGROW

GROW:

OptionsCheck

YouhaveagoodsuggestionforthecoacheeDon’thideit.Ifyouhave

somethingtocontribute,dosoButbecarefulhowyoudoitAgoodwayisthefollowing:

”Icouldthinkofsome

moreoptions.Doyouwanttohearthem?

”Theywillbe

willingMakesurethatyouroptionsareNOTanorder,arenot

necessarilythebestDonotgointoeverydetailofyouridea-itisnotyou

whoshouldsolvetheproblemMakesurethattheyarejustaonepointontheOption

list,nobetterandnoworsethantheotherpointsGROW

GROW:

OptionsCheck

WhattodowithalltheoptionsStep1:

LetthecoacheenotedownALLoptions

anOptionList.

Step2:

Selectthebestoptions:

GothroughthelistagainLookateverysingleoptionPickoutthemost

likelymightbeacombinationof

morethanoneitemBalancetheoptions,thegoodandthebad,the

disadvantagesandtheadvantagesagainsteachother,e.g?

mightbetootimeconsuming,mightnotfitpersonalityofthe

coachee,mightlackcertainhardskillstodoit,etcS