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 - Options
W - What, When, Who and Will
Role Play - You are the Coach
Agenda Of The Workshop
Let’s Brainstorm
Please write
down
what you know
about
“Coaching”
The Manager as Coach
Coaching
in Action
LearnerCoach
Organisational Factors
The Coaching Relationship
Coaching
For High
Performance
In The New Millennium
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
tasks
Please chose () :
A Doer
A Developer
Reasons for being Doer (1)
Traditional Manager Concept
The 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:
Reasons for being Doer (2)
Internal / Personal reasons
Trust
Risk
Control
Satisfaction
Time
Skills
Reasons for being a Doer (3)
Time and Skills
There are two main reasons, why they Do
so:
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:
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 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
Performance
In The New Millennium
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
Section
Core Skill
of
Coaching
Coaching
For High
Performance
In The New Millennium
Questions?
Please write down, when and why you
use questions.
Why Ask Questions?
NOT
4 TO GET INFORMATION FOR THE QUESTIONER
BUT
4 TO DEVELOP THE LEARNER`S AWARENESS
4 TO SHARPEN THE LEARNER`S FOCUS
4 TO STIMULATE LEARNER`S RESPONSIBILITY
4 TO HELP THE LEARNER FIND THEIR OWN ANSWERS
4 TO GET LEARNER TO TAKE OWNERSHIP OF THE
PROCESS
Coaching: the art of asking
questions
Spontaneous
Raising coachee’s 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 employeesA very good way of finding out 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. Overdoing it will not help.
As We Go Along Keep
Thinking About One of Your
Associates` and Any Related
Live Coaching Issues for Real
Role Play Later On
Remember!
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 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
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
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 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 and ambitious, .:
• 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, .:
• 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
GROW: Goal Setting: What
type of
Goal?
Mid-term Goals / Performance Goals
1. Characteristic: they are smaller and easier to achieve,
. :
• 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, .:
• 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
GROW: Goal Setting: How
to set a
Goal?
SMART stands for:
S Specific
M Measurable
A 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 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 awareness
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 should 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 / as many alternatives
as possible.
GROW
GROW: Options Check
Don’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
GROW: Options Check
Step 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,
.
• 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:
Questions 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 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 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 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 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 step
GROW
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 - 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 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
The Review Cycle
( on Kolb`s 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?
Let’s Brainstorm
Please write down
what skills
a good coach
needs?
Now let`s 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”
Supporting
Observe
& Timer
Observation
Missed
Observation
Rules:
Coaching Time: 10 mins
Feedback time: 20 mins
Roles Change, exercise repeated until
everyone has played the Coach
Let`s Brainstorm
Q. What are the
Coaching Traps ?
Possible traps when
Coaching
The 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
take
other people`s
Monkey ?
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
