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1、Welcome to this Workshop on“Coaching For High Performance”in the New Millennium,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-OptionsW-What,When,Who and Wi
2、ll Role Play-You are the Coach,Agenda Of The Workshop,Lets Brainstorm,Please write down what you know about“Coaching”,The Manager as Coach,Coachingin Action,Learner,Coach,Organisational Factors,The Coaching Relationship,CoachingFor HighPerformance In The New Millennium,What kind of Manager am I?,doe
3、s as much as possible himselffocuses 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 Ordersmanaging=controllingmanaging=solving
4、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,TimeSkills,Reasons for being a Doer(3)Time and Skills,There are two main reasons,why they Do so:,Is being/becoming a develop
5、er 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 benefit to be gained in terms of:,Do they live up to their potent
6、ial?,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 the gap between performance and potential of your staff.,The most im
7、portant 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.,CoachingFor HighPerformance In The New Millennium,Why Coach?What does it mean to?,To help someone to change their behavio
8、r in a way that they will be able to sustain,because it enables them to build on what they already know and doA response to to be leaner,flatter,faster,better etcAs standards keep rising,managing to improve performance is the key to profitability and to achieving your business goals in an increasing
9、ly competitive world,CoachingFor HighPerformance In The New Millennium,Section,Core Skill of Coaching,CoachingFor HighPerformance In The New Millennium,Questions?,Please write down,when and why you use questions.,Why Ask Questions?,NOT TO GET INFORMATION FOR THE QUESTIONERBUT TO DEVELOP THE LEARNERS
10、 AWARENESSTO SHARPEN THE LEARNERS FOCUSTO STIMULATE LEARNERS RESPONSIBILITYTO HELP THE LEARNER FIND THEIR OWN ANSWERSTO GET LEARNER TO TAKE OWNERSHIP OF THE PROCESS,Coaching:the art of asking questions,SpontaneousRaising coachees awareness Open Questions,When and What can you coach?,You can coach in
11、 basically every situationYou can coach yourself and/or your employeesSome opportunities for coaching making a plan or decision solving a problemmeetings with staffproblematic relations between employees,A very good way of finding out if coaching is possible is this:Every time someone comes to you a
12、nd 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 Go Along Keep Thinking About One of Your Associates and Any Related Live Coaching Issues for Real
13、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 situationOOptions:discussing and settling on alternatives/ways/actions to reach the goalWWhat?When?Who?Will?What should be done?When by whom and d
14、oes the will exist to do it?,GROW,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-helping someone to get the best performance out of
15、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 coachee,GROW,Follow the train of thought of the coachee Pay attention to the answers Questions must be s
16、pontaneousShow real interest in the case of the coacheeUnderstand,Summarise and take notesDont try to solve all the problems in one session,GROW,GROW-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
17、 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 control,e.g.:performance of competitors/corporate levelhelpful relations of competi
18、tors 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-Term(1),GROW,GROW:Goal Setting:What type of Goal?,Mid-term Goals/Performance Goals 1.Characteris
19、tic: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 meters in 3 minutes by next February.2.Characteristic:These goals CAN be influenced/controlled by us.They are
20、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 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
21、,GROW:Goal Setting:How to set a Goal?,SMART stands for:SSpecificMMeasurableAAchievableRRealisticTTime-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
22、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 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 awa
23、reness,Why this step?,GROW,GROW:Reality Check:Questions 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 sh
24、ould solve the problem,not YOU.Do not impose your 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/
25、as many alternatives as possible.,GROW,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,ar
26、e not necessarily the best.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
27、coachee note down ALL 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.
28、g.might be 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:Que
29、stions 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 the
30、 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 need?”,Why this
31、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 aim?”If the coachee is
32、unsure,he/she should be motivated to cross out some 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 rol
33、e-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.,GROW,GROW-The best questions for each ste
34、p,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 now,to help further development:Immediately after
35、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 finished his/her task:Facilitate the learning effect th
36、rough: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 helped?What hindered?,Lets Brainstorm,Please write down what skills
37、a good coach needs?,Now lets do it!Lets divide in group of fourand Get Hands On Experience,Coaching Situations,Person“1”Coach,Person“2”Coachee,Person“3”Main ObserverFeedbackRole,Person“4”Supporting Observe&Timer,Observation,Missed Observation,Rules:Coaching Time:10 minsFeedback time:20 mins Roles Ch
38、ange,exercise repeated until everyone has played the Coach,Lets Brainstorm,Q.What are the Coaching Traps?,Possible traps when Coaching,The Coachimposing your solutionsassuming they learn like youassigning tasks,but not having a Learning Reviewtaking back work which you have given to the Learnernot g
39、iving them adequate resourcesnot listening to their ideaspunishing their mistakesTaking monkeys from others,Q.Why take other peoples Monkey?,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”people,
