Welcome

to

this

Workshopon“Coaching For

HighPerformance”in the

New

Millennium1What

do

youknow

about

“Coaching”?Me,

theManagerWhat

kind

of

manager

am

I?Coaching

-

What

does

itmean?Core

Caching

Skill

-

AskingQuestionsGROW

-The

Tool

ofCoachingG

-

GoalSettingR

-

Reality

CheckO-OptionsW

-

What,

When,

Who

and

WillRole

Play

-

You

are

theCoachAgenda

Of

TheWorkshop2Let’s

Brainstorm3Please

writedownwhat

you

knowabout

“Coaching”he

Manager

as

CoachCoachinginActionLearnerCoachOrganisational

FactorsThe

Coaching

RelationshipCoachingFor

High4PerformancTeIn

The

NewMillenniumWhat

kind

of

Manager am

I?delegates

workfocuses

on

people

rather

thantasksPlease

chose

(

)

:5A

Doerdoes

as

much

as

possiblehimselffocuses

on

tasks

rather

thanpeopleA

DeveloperReasons

for

being

Doer

(1)Traditional

Manager

ConceptMost

managers

do

rather

belong

to

the

group

of“Doers”.

Reasons

are

as

follows:The

traditional

concept

ofmanagement:managing

=

GivingOrdersmanaging

=

controllingmanaging

=

solving

problems

yourself6Reasons

for

being

Doer

(2)Internal

/

Personal

reasonsTrustRiskControlSatisfaction7Reasons

for

being

a

Doer

(3)Time

andSkillsThere

are

two

main

reasons,

why

they

Doso:TimeSkills8Is

being /

becoming

adeveloper

worth theeffort?organisation?If

you

invested

more

time

in

‘developing’,

wouldthere

be

significant

benefit

to

be

gained

in

termsof:Individual

performances?The

team’s

performance?Your

performance

asmanager?The

performance

of

theorganisation?Your

career

within

the9Dothey live

up

to

their

potential?Do

you

agree

to

the

following

statement?“There

is

a

gap

between

the

actual

performanceand

the

potential

of

the

employees

I

manage.”YesNoPlease

chose

(

)

:10What

Coaching

can

do?

to

help

you

to

get

a

(better)

developer.to

narrow

the

gap

between

performance

andpotential

of

your

staff.11The

most

important

aim

of

coaching

is:Improve

PerformanceCoaching

is

an

important

tool:Definition Of

CoachingCoaching is

helpingpeople

to

developand

perform

to

theirhighest

potential

.Coaching12For

HighPerformanceIn

The

NewMillenniumWhy

Coach?What

does

it

mean

to

?To

help

someone

to

change

their

behavior

in

a

waythat

they

will

be

able

to

sustain,

because

it

enablesthem

to

build

on

what

they

already

know

and

doA

response

to

to

be

leaner,

flatter,

faster,

better

etcAs

standards

keep

rising

,

managing

toimproveperformance

is

the

key

to

profitability

and

toachieving

your

business

goals

in

anincreasinglycompetitive

worldCoachingFor

HighPerformance13In

The

NewMillenniumSection14Core

Skill

ofCoachingCoachingFor

HighPerformanceIn

The

NewMillenniumQuestions?15Please

write

down,

when

and

why

youusequestions.Why Ask

Questions?NOT

TO

GET

INFORMATION

FOR

THE

QUESTIONERBUT

TODEVELOP 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

PROCESS16Coaching:

the

art

of

asking

questionsSpontaneousRaising

coachee’s

awarenessOpen

Questions17When

and

What

can

you

coach

problematic

relations

between

employeesYou

can

coach

in

basically

everysituation

You

can

coach

yourself

and/or

your

employeesSome

opportunities

forcoaching

making

a

plan

or

decision

solving

a

problem

meetings

with

staffA

very

good

way

of

finding

out

if

coaching

is

possible

is

this:Every

time

someone

comes

to

you

and

has

a

question:

Askyourself:

“Do

I

have

to

answer

it,

or

could

they

answer

itthemselves?”But

be

aware

that

sometimes

staff

just

needs

yourquickhelp

and

information.

Overdoing

it

will

not

help.18As

We

Go

Along

KeepThinking

About

Oneof

YourAssociates`

and

Any

RelatedLive

Coaching

Issues

forRealRole

Play

Later

OnRemember!1920When and

What

forG

Goal

setting(mid-

and

long-term)R

Reality

Check

-

clarifysituationO

Options:

discussing

and

settling

onalternatives

/

ways

/

actions

toreachthe

goalW

What?

When?

Who?

Will?Whatshould

be

done?

When

byand

does

the will

exist

to

do

it?GROW

- Asking

What

questionGsROW21GROW

- Some

hints

for

asking

therightquestions

(1)THE

FOLLOWING

HINTS

MAY

HELP

YOU

TOSUCCEEDIt`s

about

-

helping

,NOTtellingIt`s

about

-

letting

it

out

,NOT

hammeringit

inIt`s

about

-

unlocking

people`spotentialsIt`s

about

-

helping

someone

to

get

the

bestperformance

out

of

themselvesIt`s

about

-

stepping

back,

and

handing

over

theresponsibility

for

improvement

to

the

LearnerIt`s

about

-

turning

problems

into

guided

learningexperiencesDo

not

impose

your

solution

on

thecoacheeGROW22GROWGROW

-

Some

hints

for

asking

theright

questions

(2)Follow

the

train

of

thought

of

thecoacheePay

attention

to

the

answersQuestions

must

be

spontaneousShow

real

interest

in

the

case

of

the

coacheeUnderstand,

Summarise

and

take

notesDon’t

try

to

solve

all

the

problems

in

onesession23become

the

market

leader

(corporate

level),become

Chief

Rep.

(personal

level),winning

a

gold

medal.Characteristic

:

External

factors

may

be

crucial:

forachieving

them

factors

matter,

which

you

CANNOTcontrol,

e.g.:performance

of

competitors

/

corporate

levelhelpful

relations

of

competitors

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

/

performancerelated

goals.Goal?Types

of

Goals:Long-Term

andMid-Term

(1)Long-Term

Goals

/

VisionaryGoals1.

Characteristic:

they

are

reallybig

and

ambitious,e.g.:ofGROW24type

of

Goal?Types

of

Goals:Long-Term

andMid-Term

(2)Mid-term

Goals

/

PerformanceGoals1.

Characteristic:

they

are

smaller

and

easier

to

achieve,e.g.

:GROWwithin

6

months,

95%

of

our

products

will

pass

the

quality

testour

group

sells

10,000

more

packages

of

medicine

X

by

nextmonthI

will

run

1,000

meters

in

3

minutes

by

nextFebruary.Characteristic:

These

goals

CAN

be

influenced

/controlled

by

us.

They

are

measurable

and

we

can

helpthat

they

are

met,e.g.:improve

quality

control

circlesimprove

marketing

activities

/

employ

more

sales

personneltrainingAmid-term

/

performance

related

goal

is

necessar2y5:

to?How

to

set

a

Goal?

Be

SMART!SMART

stands

for:S

SpecificM

MeasurableA

AchievableR

RealisticT

Time-boundGoGaRlOW26SMART

questions

to

help

the

coachee

set

a

Goal27REMEMBER:

Coaching

is

done

to

help

the

coachee

helphim/herself

to

solve

a

problem.

THEY

should

solve

the

problem,

notYOU.

Do

not

impose

your

solution

on

the

coachee.Some

goals

may

have

to

be

adjusted

or

changed,

if

the

nextstep,

the

reality

check

shows

that

the

goal

is

not

realistic

orsolvable!GROWGROW:

RealityA:

“I

have

a

longstanding

problem.”B:

“What

have

you

done

sofar?”Raising

awareness28CheckWhy

this

step?GROWrealityGenerally

speaking

in

this

phase

of

coaching

questions

likeWhat?When?Who?

Where?How

much?will

be

dominant.

Some

examples:REMEMBER:

Coaching

is

done

to

help

the

coachee

help

him/herselfto

solve

a

problem.

THEY

should

solve

the

problem,

notYOU.

Do

notimpose

your

solution

on

the

coachee.GROW29GROW:

Options

CheckWhy

this

step,

what

is

important?THE

AIM

IS:

find

as

many

solutions

/

as

many

alternativesas

possible.Encourage

them

to

speaking

out

“impossible”solutions

(they

might

have

the

seed

for

a

goodsolution

in

them).Breaking

negative

attitudesGROW30GROW:

Options

CheckGROWYou

have

a

good

suggestion

for

the

coachee?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

somemore

options.

Do

you

want

to

hear

them?”

They

will

bewilling.Make

sure

that

your

options

are

NOT

an

order,

are

notnecessarily

the

best.Do

not

go

into

every

detail

of

your

idea

-

it

is

not

youwho

should

solve

the

problem.Make

sure

that

they

are

just

a

one

point

on

the

Optio3n1GROW:

Options

CheckWhat

to

do

with

all

theoptions?Step

1:

Let

the

coachee

note

down

ALL

optionsan

OptionList.Step

2:

Select

the

best

options:Go

through

the

listagain.Look

at

every

singleoption.Pick

out

the

most

likely

(might

be

a

combination

ofmore

than

oneitem).Balance

the

options,

the

good

and

the

bad,

thedisadvantages

and

the

advantages

against

each

other,e.g.might

be

too

timeconsuming,might

not

fit

personality

of

thecoachee,might

lack

certain

hard

skills

to

do

it,

etc.32GROWthe

a

wide

variety

of

optionsDo

not

hide

your

suggestions:

say:

I

have

a

suggestion.

Do

not

try

todirect

the

coachee

to

accept

your

suggestion

through

your

questions33REMEMBER:

Coaching

is

done

to

help

the

coachee

help

him/herselfto

solve

a

problem.

THEY

should

solve

the

problem,

notYOU.

Do

notimpose

your

solution

on

the

coachee.GROWWho?Why

this

step?THE

AIM

IS:

Sent

them

out

with

a

clear

plan

of

whatto

do

and

whenWill

be

achieved

by

them

answering

a

lot

ofquestions.

The

main

ones

are:”Which

options

will

you

chose?”“Who

mustbe

informed?”“When

will

you

begin

and

when

will

you

end?””What

kind

of

support

do

you

need?”34GROWGROW:

Will?name

a

STARTING

date

and

an

END.What

is

your

role

-

Get

acommitmentAnswering

the

“Will?”

Question:You

have

toensure

that

the

coachee

sticks

to

his

plan.Method:

Your

final

question

will

be:

“

how

sure

are

youthat

you

really

finalise

this

option

to

achieve

the

aim?”

Ifthe

coachee

is

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

coacheeGROW35Who?

Will?

Questions

to

helpthe

coachee

realise

his

planREMEMBER:

Coaching

is

done

to

help

the

coachee

help

him/herselfto

solve

a

problem.

THEY

should

solve

the

problem,

not

YOU.

Do

notimpose

your

solution

on

the

coachee.36GROWquestionsfor

each

step37GROWREMEMBER:

Coaching

is

done

to

help

the

coachee

help

him/herself

tosolve

a

problem.

THEY

should

solve

the

problem,

notYOU.

Do not

imposeyour

solution

on

thecoachee.task

for

themanagerGoing

out

of

your

office

after

acoachingsession,

the

employee

will

be

much

moremotivated

than

when

he

would

come

out

ofthere

with

just

another

order

to

fulfil.

There

issome

things

you

should

do

now,

to

help

furtherdevelopment:Immediately

after

the

Coaching

Session:Immediately

after

step

4

it

is

advised

that

thecoach

provides

the

coachee

with

a

written

formof

the

answers

on

all

the

questions

in

this

last38GR