1. Welcome to this Workshop on “Coaching For High Performance”in the New Millennium
2. 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 - Options
W - What, When, Who and Will
Role Play - You are the CoachAgenda Of The Workshop
3. Let’s BrainstormPlease write down
what you know
about “Coaching”
4. The Manager as CoachCoaching
in ActionLearnerCoachOrganisational FactorsThe Coaching RelationshipCoaching
For High
Performance
In The New Millennium
5. What kind of Manager am I?
does as much as possible himself
focuses on tasks rather than people
delegates work
focuses on people rather than tasksPlease chose () :A DoerA Developer
6. Reasons for being Doer (1) Traditional Manager ConceptThe traditional concept of management:
managing = Giving Orders
managing = controlling
managing = solving problems yourself
Most managers do rather belong to the group of “Doers”. Reasons are as follows:
7. Reasons for being Doer (2) Internal / Personal reasonsTrust
Risk
Control
Satisfaction
8. Time
SkillsReasons for being a Doer (3) Time and SkillsThere are two main reasons, why they Do so:
9. Is being / becoming a developer worth the effort?Individual performances?
The team’s 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:
10. 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 () :
11. 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 important aim of coaching is: Improve PerformanceCoaching is an important tool:
12. Definition Of CoachingCoaching is helping
people to develop
and perform to their
highest potential .
Coaching
For High
Performance
In The New Millennium
13. 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 is the key to profitability and to achieving your business goals in an increasingly competitive world
Coaching
For High
Performance
In The New Millennium
14. Section Core Skill of Coaching Coaching
For High
Performance
In The New Millennium
15. Questions?Please write down, when and why you
use questions.
16. Why Ask Questions?NOT
TO GET INFORMATION FOR THE QUESTIONER
BUT
TO DEVELOP THE LEARNER`S AWARENESS
TO SHARPEN THE LEARNER`S FOCUS
TO STIMULATE LEARNER`S RESPONSIBILITY
TO HELP THE LEARNER FIND THEIR OWN ANSWERS
TO GET LEARNER TO TAKE OWNERSHIP OF THE PROCESS
17. Coaching: the art of asking questionsSpontaneous
Raising coachee’s awareness
Open Questions
18. 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 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. Overdoing it will not help.
19. As We Go Along Keep Thinking About One of Your Associates` and Any Related Live Coaching Issues for Real Role Play Later OnRemember!
20. " GROW" Model
21. GROW - Asking What questions When and What forG Goal setting (mid- and long-term)
R Reality Check - clarify the current situation
O Options: discussing and settling 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
22. GROW - Some hints for asking the right questions (1)THE FOLLOWING HINTS MAY HELP YOU TO SUCCEED
It`s about - helping , NOT telling
It`s about - letting it out , NOT hammering it in
It`s about - unlocking people`s potentials
It`s about - helping someone to get the best performance out of themselves
It`s about - stepping back, and handing over the responsibility for improvement to the Learner
It`s about - turning problems into guided learning experiences
Do not impose your solution on the coachee
GROW
23. 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
Don’t try to solve all the problems in one sessionGROWGROW - Some hints for asking the right questions (2)
24. 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: 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 inspiration for our mid-term / performance related goals.
Types of Goals: Long-Term and Mid-Term (1)GROW
25. 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 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 marketing 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
26. GROW: Goal Setting: How to set a Goal?SMART stands for:
S Specific
M Measurable
A Achievable
R Realistic
T Time-boundHow to set a Goal? Be SMART!GROW
27. GROW: Goal Setting: SMART 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 that the goal is not realistic or solvable!GROW
28. GROW: Reality Check A: “I have a longstanding problem.”
B: “What have you done so far?”
Raising awarenessWhy this step?GROW
29. 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 should solve the problem, not YOU. Do not impose your solution on the coachee.GROW
30. GROW: Options CheckEncourage 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. GROW
31. GROW: Options CheckDon’t 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.
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
32. GROW: Options CheckStep 1: Let the 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.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
33. GROW: Options Check: Questions to help the coachee find the a wide variety of optionsDo not hide your suggestions: 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.GROW
34. 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 step? THE AIM IS: Sent them out with a clear plan of what to do and whenGROW
35. 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 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 prepares the coachee. What is your role - Get a commitmentGROW
36. GROW: What? When? 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.GROW
37. GROW - The best questions for each stepGROWREMEMBER: 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.
38. GROW - Follow up: important task for the managerGoing 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 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 through: get the coachee in to do the review cycle: see next slide: GROW
39. The Review Cycle( on Kolb`s learning cycle)The incidentWhat does this tell me -
any patterns or links?What do I need
to do differently
next time?What happened?
What helped?
What hindered?
40. Let’s BrainstormPlease write down
what skills
a good coach needs?
41. Now let`s do it ! Lets divide in group of fourand Get Hands On ExperienceCoaching SituationsPerson “1”
CoachPerson “2”
CoacheePerson “3”
Main Observer
Feedback
RolePerson “4”
Supporting
Observe
& TimerObservationMissed
ObservationRules:
Coaching Time: 10 mins
Feedback time: 20 mins
Roles Change, exercise repeated until
everyone has played the Coach
42. Let`s BrainstormQ. What are the Coaching Traps ?
43. Possible traps when CoachingThe Coach
imposing your solutions
assuming they learn like you
assigning tasks, 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
44. Q.Why take
other people`s
Monkey ?
45. Why Take Other People`s Monkeys?I don`t 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