He took the lead in introducing coaches into enterprise organizations in the early 1980s, and he was also the co-founder of the most commonly used coaching model in the world-the GROW model.
First of all, the source of the coach
The concept of "coach" comes from the sports world. In the 1970s, Gao Wei, an educator and tennis expert at Harvard University, was surprised to find that tennis students taught by temporary ski coaches made faster progress than those taught by professional tennis coaches.
He made an in-depth study of this interesting phenomenon, and found that professional tennis coaches were strict with students' movements, and constantly demonstrated and corrected them, which led students to pay attention to whether the movements were standardized, but when tennis flew over, they were in a hurry. The ski instructor has no special rules on hitting the ball, and there is no guidance or intervention. On the contrary, they will ask the players how they feel, let them know their own situation and adjust their movements according to the direction of the ball.
Because students choose independently, relax physically and mentally, and concentrate, they learn better and play better, and they can often improve the level of tennis players faster when giving them guidance.
The coach helps players to eliminate inner obstacles, and players can release amazing potential and create unprecedented miracles.
Based on the GROW model, High Performance Coach clearly expounds the skills and ideas of coaches, which is not only very beneficial to all coaches and future-oriented coaches, but also can inspire more business leaders in China to use coaching methods to open up organizational potential and improve corporate performance.
Second, what is a coach?
Definition of International Coach Federation (ICF): Coach is a partnership between Coach and the coachee, who are interrelated in deep-rooted beliefs, values and personality vision. Through a continuous process, "digging, setting goals and defining action steps", good results have been achieved. Coach is also the carrier of knowledge, and it is a kind of technology and form that "focuses on developing human potential". Counseling is an interactive process in which coaches and students develop together.
Coach originated from sports. Timothy Golve, a Harvard educator, tennis expert and author of The Inner Game of Tennis, wrote in the book, "The real opponent is not the opponent in the game, but the opponent in his mind."
If a coach can help a player get rid of or reduce the internal obstacles that affect him, then we don't need much technical training, and our strong and natural learning ability and performance ability will bring us unexpected results.
Third, the purpose of modern coaches
Internal game equation: P=p-i
In-game and coaching both improve performance (P) by developing potential (P) and reducing interference (I). The essence of coaching is to release people's potential and help them reach their best. The emphasis is on helping people learn, not teaching them. Good coaches and leaders, as well as good tutors' guidance, can and should enable students to go beyond the knowledge limitations of coaches, leaders or tutors themselves.
Fourthly, the premise of coach's existence.
Believe in human potential.
We should see people's potential, not their past performance. The purpose of coaching is to help people build awareness, goals and self-confidence. Instead of solving problems for each other, humiliating him and putting pressure on him.
The deep goal of coaching interaction is to help each other build self-confidence. In the final analysis, whether you can give each other enough confidence will determine the success of counseling.
Five, the principle of coaching
Coaching is the practice of emotional intelligence. Coaching is not only a technique strictly used in some situations, but also a way of leadership and management, a way of treating others, a way of thinking and a way of being.
What guiding principles can help leaders with high emotional intelligence create a meaningful and purposeful journey for their team?
(1) Successful future-oriented leaders will lead through coaching rather than command and control.
(2) Leadership determines performance, and coaching leadership stimulates the highest performance.
(3) Help others to cultivate self-awareness and self-responsibility, and let their New Year lay the foundation for their future leadership.
(4) The external environment of the organization's operation is changing rapidly, which is largely beyond the control of the company and even the country.
Sixth, the coach's mentality.
To be a successful coach, you must take a more optimistic view that people's ability is "like this", that is, a coaching mentality. To cultivate others' self-confidence, you need to change your view of them. In this process, let go of their desire to control them, or insist that you are better than them and let them rely on you.
Even if you don't speak, your opinion of a person will be reflected in your new attitude, which will have an impact on the other person.
6. Can a leader be a coach?
The answer is yes. Counseling is the practice of emotional intelligence, which requires leaders to show high quality: empathy, integrity and balance, and in most cases, they also need to be willing to treat employees in different ways. ?
Traditional management methods
Command: The boss feels in control. The commander frustrated his subordinates and lost their inner motivation. On the surface, they gave in, but behind their backs, they complained and slacked their work. When people are only told something, their memory will drop significantly.
Persuasion: subordinates don't know if they have the right to choose. But we are still doing what the boss wants to do. He can hardly get anything valuable from us and nothing has changed.
Discussion: Both sides have a sense of participation but progress is slow. Although democratic discussion may be attractive, it may also take time or lead to hesitation.
Decentralization: Subordinates feel abandoned. Leave things to subordinates, give up the responsibility of leadership, and give subordinates the right to choose freely. However, the disadvantage of this is that the leader has given up his responsibility but still has the final say, and the subordinates have not performed well because of their lack of understanding of many aspects of the task.
Coach's leadership style
When should leaders use coaching methods?
(1) If time is the primary factor, the quickest way is to do it yourself or tell others clearly what to do. Short-term can save time, long-term can bring dependence.
(2) If the quality of work is the primary factor, it is best to achieve the goal by improving the awareness and responsibility of the coach.
(3) If the most important thing is to get the greatest learning effect (such as children doing homework), it is obvious that the coach will bring the greatest effect to learning and memory.
(4) If the other party needs to accept and make a commitment (for example, implementing a service improvement), the coach can bring more responsibility to the other party than informing, achieve obedience and reduce resistance.
(5) If employee engagement and talent retention are the most important (for example, for high-potential employees, millennials, etc.). ), creating a sense of purpose and meaning through organizing the mission is the most effective way for coaches to coordinate personal desires, needs and pursuits.
When you keep giving advice to others, it becomes a condemnation of the other party.
When someone asks you what to do, you just need to give him advice. The first reaction of the other person must be that he can't find the reason and excuse to realize it. Then say that you don't understand the situation and can't feel the same with him. I even think it's easy for you to stand and talk. You just tell me what to do.
People are born with a sense of self-protection. When others tell you what to do, you have countless reasons not to do it. We give lessons and advice to employees over and over again, and the result is always not great. Because he doesn't think this is a problem that he should solve by himself.
When an employee asks you how to do it, 80% of the time he already has the answer in his heart, and he just wants you to help him make a decision. 70% of the suggestions made by leaders to subordinates are invalid. You came up with the suggestion yourself, and you will find ways and resources to solve it. The suggestion is given by the boss. This question is given by the boss. Go to the boss. Do well by asking questions.
Seven, the main form of coach communication
(1) Powerful question: If you talk or ask closed questions, people will not take the initiative to think. If you ask open questions, people will naturally think. A key feature of a coach's leadership style is that he can ask powerful questions to concentrate and produce a clear feeling; The problem should improve the coach's self-confidence and self-motivation; This question should help the coach to learn, grow and succeed. Powerful questions will promote positive thinking, concentration and observation.
How to construct a powerful problem?
(1) Open-ended questions: Require descriptive answers to enhance awareness.
> interrogative words: the most effective question to create consciousness and sense of responsibility should start with words to quantify or collect facts, such as "what", "when", "who" and "how". It is not recommended to use "why" and "how" instead of "the steps to do it are".
& gt Pay attention to details: Ask broad questions at first, and then pay attention to details gradually. This attention to detail can keep the coach focused and interested.
& gt Powerful questions revolve around the coach's interests and agenda.
& gt Avoid leading questions and criticisms.
(2) Listen actively
& gt repeat/mirror: repeat the original words of the other party.
& gt retelling: retelling with slightly different words without changing the content or meaning of the other party.
& gt summary: briefly restate the main points expressed by the other party without changing the substantive meaning.
& gt clarification: express what has been said concisely and add some valuable things, such as emotion, facial expression or body posture, which are not reflected in oral expression.
& gt Encourage self-expression: build trust and intimacy, and encourage openness.
& gt No judgment, no criticism, no persistence: keep an open mind. Criticism and judgment can make people feel alert and unwilling to communicate.
> listening potential: focus on an individual's abilities and strengths, rather than his past performance or regard it as a problem.
& gt Listening: Listening to nonverbal information, such as intonation, wording, facial expressions and body language.
If there is no intention and ability to "create consciousness" and "establish a sense of responsibility" through active listening and powerful questioning, the value of the GROW model will be very limited.
★ 8. What is the growth model? (key)
& gt goal: what is the expected result. The coach helps the coachee find his real goal through a series of heuristic questions.
1, why should we set the goal before the status quo analysis?
Goals based only on the status quo are often negative, become responses to problems, are easily limited by past performance, lack innovation due to simple inference, and can only achieve small growth instead of due achievements, or even backfire. Short-term fixed goals will even keep us away from long-term goals. After determining the ideal long-term solution or vision, it is usually more inspiring, creative and inspiring to decide the current steps to realize the ideal.
When I want to do it, my performance will be better than when I have to. I want to do it for myself, and I have to do it for you. Self-motivation comes from self-choice.
2, the quality of good goals.
(1)SMART principle: concrete, measurable, consistent, realistic and time-limited.
(2) Pure principle: positive statement, understandable, relevant and ethical.
(3) Clear principles: challenging, legal, environmentally friendly, appropriate and well documented.
3. Goals: common problems in goal setting.
What do you want from this coach?
What are the specific goals?
When will it be realized?
What is the sign of realization?
If quantification is needed, what do you use to quantify your goals?
& gt Reality: Digging the truth, clarifying and understanding. Searching for relevant facts around the target is difficult and has many resources. This process needs the coach to help the coachee expand his ideas, find the content and dimensions beyond what he can see at present, and find more possibilities, so as to move towards the third step.
1, check the status quo needs attention.
Objectivity: When the current situation is clearer, we can focus on the target more accurately, or find that the situation is different from what we originally thought, and we can readjust it. One of the most important criteria for checking the status quo is objectivity. Objectivity is easily distorted by the observer's opinions, judgments, expectations, prejudices, worries, hopes and fears.
Pull away: In order to be close to the status quo, it is necessary to eliminate the coach and the coach's potential distorted consciousness. This requires the coach to be in a highly detached state and have the ability to give realistic answers to the object by asking questions.
Describe without judging: coaches should use and encourage coaches to use descriptive words as much as possible, rather than critical words. This helps to maintain a detached and objective state and reduce distorted and counterproductive self-criticism.
A deeper understanding: coaches should think carefully before they can deal with it, which can enhance their horizons and enhance their awareness.
Follow the coach object: follow the interest or idea of the coach object, and colleagues pay close attention to its overall relevance to the theme. This is called following the agenda of the coach object. This is the most basic coaching skill. Let coaches fully tap their untapped potential and find their own resources to meet the challenges.
Direct communication between colleagues: When employees begin to see each other as support rather than threat, they will be more willing to discuss problems. A smart coach will start the conversation with a more general survey and follow the coach's topic.
Use the senses: if the coach is learning a new skill, colleagues should pay attention to the senses during the coaching process, that is, touch, hearing and vision. Body consciousness will bring about spontaneous self-adjustment. Inner consciousness improves the efficiency of the body, thus improving skills.
2. Reality: Frequently asked questions about the status quo
What is the current situation?
How do you know this is accurate information?
When did this happen?
How often does this happen?
What did you do to achieve your goal?
Who is involved in this matter? What are their attitudes respectively?
What is holding you back from achieving your goal?
What are the reasons related to you?
How do you feel when your goal can't be achieved?
what makes you ......
What are other relevant factors?
What action have you tried to take?
& gt option selection: explore alternatives and ask for suggestions. Because the coachee saw more realistic possibilities, he opened his mind to explore more options and found the best comparison scheme.
The purpose of the selection stage is not to find the "right" answer, but to create and list as many alternatives as possible. The number of options is more important than the quality and feasibility of each option. The brain stimulation process of collecting all options is as valuable as the option list itself, which will stimulate creative vitality.
Maximize choice: the coach will try his best to guide the coach to list options. To do this, it is necessary to establish a link that makes participants feel safe to express their thoughts and opinions, so that they will not be inhibited or judged by coaches or others. Ideas need to be recorded, usually by the coach.
Negative assumptions: One of the factors that affect our creative solutions to business and other problems is our own implicit assumptions. It's impossible to finish. We can't afford the time. A good coach will invite his coach to ask himself: What would you do without these obstacles? If ... you will. Through this process, rational verification is temporarily avoided, more creativity is released, and the obstacles seem to be less insurmountable than expected.
Expand creativity: When people fall into a familiar perspective or way of thinking, they can ask a question, such as "What would you do if you were a leader?" Or "imagine the leaders you admire most, what will they do?" Let them think from a more creative self. Another powerful way to reveal options is to let people create a metaphor for the theme or situation they want to solve, discuss this metaphor, and expand it as much as possible in that picture without trying to map it back to the status quo. When the coach has exhausted his own resources, you can come up with brainstorming methods, expand possible choices and inject creativity. ?
Sorting the options: Once a comprehensive list of options is generated, all the coach has to do in the willingness stage is to select the best one among many options. When coaches have exhausted their options, they can supplement them without destroying their sense of ownership. The invited coaches rate each option from 1- 10 according to their liking.
Choice: What are your choices?
What can you do to change the status quo?
What are the options?
Have you seen or heard what others have done?
What will happen if ... ...
Which choice do you think is most likely to succeed?
What are the advantages and disadvantages of these options?
Please state the possibility of taking action and rate it.
Which indicator you adjust will increase the possibility of action.
& gt will: define the action plan, formulate standards, define the division of roles, and establish self-responsibility. In the actual coaching process, the coach will take more measures to encourage the coachee to take active actions, give support and check, and then coach again in stages until the coach's goal is achieved.
In the final stage of the counseling process, the purpose of counseling is to turn discussion into decision. This is a process of making an action plan to meet clearly defined needs on the basis of comprehensively investigating the current situation and listing alternatives to the greatest extent.
The w in GROW stands for "what would you do?" Will be used to emphasize the importance of will, intention and sense of responsibility. Without the power of desire or will, there is no real commitment to action. The will at this stage can be divided into two steps:
The first step: the setting of responsibility. Define action plans, timetables and mechanisms for measuring the completion of tasks.
Step 2: Follow-up and feedback. Review task development and discuss learning feedback.
Will: What are you going to do?
What's next?
When is the best time for you to take the next step?
What are the possible obstacles?
Who should know your action plan?
What support do you need?
Who might be helpful?
When do you need support and how do you get it?
To complete these actions, the score ranges from 1 to 10. What's your promise?
What prevented you from achieving 10?
What can I do to improve my score to near 10?
In the next 4-5 hours, what's the one little trick you can do to make you move forward?
Do it! Promise to take action now!
Every excellent leader should be a good coach, and we can apply the principles and skills of these coaches to our own work and life, including ourselves and others. If you expect to improve your coaching ability, you might as well practice these four steps and these questions for yourself or your subordinates. Only in this way can you feel the power of coaching!