2. The primary goal of successful leadership is to maximize the potential of talents in the team and realize their value, help the team and the whole team succeed, give full play to the maximum potential of each team member and realize the maximum value of individuals.
3. Then the coach should always take the members of his team and the whole team as the center, stimulate the potential of team members in a responsible manner, support the overall growth of the team, and achieve himself by achieving the team.
4. The fundamental problem of the team is the problem of people.
5. Coaching technology is a management technology to develop potential and improve efficiency by improving mental model.
6. The mental model is actually deeply rooted in everyone's mind. Many assumptions, prejudices and even image impressions about how everyone understands the world and how to take action are usually. We are not aware of our mental model and its influence on our behavior. Usually, a person's mental model is reflected by his words and deeds, especially the instinctive reaction of words and deeds on specific occasions, which can reflect a person's interest model at a deeper level.
7. So what is the role of a coach? Instead, it supports the trainees to maximize the creative potential of the technical resources they already have. He can give individuals a strong sense of purpose and mission, so that the coached can actively find and solve problems and consciously design a better future.
8. A coach is like a mirror. They can truly reflect the real state of people at the moment. What do you like? You can see yourself through the mirror of the coach. Meanwhile, the coach is like a compass. Then counseling is a directional process. Without goals, there is no coach. The third coach is like a catalyst, because the coach believes that you have all the conditions to achieve your goals. How is he? It only supports your faster action, better results and greater achievements, and acts as a catalyst to accelerate your actions, but it doesn't change your essence.
9. Direct selling coaches should start from the goals of team members. In the whole process of coaching, the preparatory coach should establish an equal interaction and mutual trust, make a commitment with the coachee, support them to strengthen their confidence, reduce interference, tap his potential, expand his possibilities and effectively help her achieve her goals.
The team members have achieved success, achieved results and created the success of outstanding representative coaches.
10. It must be remembered that vocational school coaches are not trainers of knowledge or skills, but supporters and promoters who support team members to expand their beliefs, including broadening their horizons and helping team members establish good habits.
1 1. The coach will definitely distinguish the types of players.
The first is low will and low skills. For this team partner, the following guidance is the most important direction to support his rapid growth.
The second is low will and high skills. We should take the coach as the main direction, adjust his mentality and make him more willing to achieve his goals.
The third kind of people with high willingness and low skills should take the way of guiding consultants as the main direction and support them to become a member of the team on the basis of good mentality.
The fourth kind of person has high will and high skills. The people here are the favorite core talents of the leaders in the direct selling industry. They have the ability and good mentality, and they are directly authorized to give them heavy responsibilities.
12. The core value of coaching technology in the construction of direct selling team is shown in the following aspects.
First, he is a team member or the whole team has a clear goal, supporting team members to formulate his career development strategy and improving management efficiency.
Second: Stimulate the potential and creativity of team members, improve their problem-solving ability, let them see their existing inherent beliefs, or hypothesis limits their thinking, thus helping them break through the limitations of these inherent thinking and create more possibilities.
Third: understand the communication between different teams above and how his management mode affects the work efficiency of the whole team.
Fourthly, both of them have acquired continuous self-learning ability and can establish a learning organizational culture.
Fifth, help team members passively change their mentality, thus improving the overall quality.
Sixth, give full play to leadership skills and support team members to improve the performance of different roles and achieve the same goal.
Seventh: fully tap the potential of team partners and put the right talents in the right position.
Eighth: assist and support team members to make practical action plans and create outstanding performance.
12. The core content of direct selling coach
Coaching skills mainly include: four abilities, four steps and two magic weapons.
The four abilities mainly include 1: listening, 2: distinguishing, 3: asking questions and 4: responding.
The four steps of a coach are: 1: Clear the goal 2: Reflect on the truth 3: Change the mentality 4: Action plan.
The two magic weapons of coaching skills are motivation and challenge.
The motive force of human behavior comes from beliefs and values.
What should you pay attention to when listening: even if the coach listens carefully and hears the other person's voice. For example, his starting point, assumptions and emotions are strictly a judgment of the coach. So, you must never take what you hear as truth. We must verify each other on the basis of listening. In the process of repeated listening and verification, a more accurate judgment can be made.
Distinguishing degree is an important part of reflecting the value of direct selling coach and the core competitiveness of coach technology.
In the process of distinguishing us, if the coachee doesn't want to be good, it's because we didn't distinguish the blind spots in the coachee's beliefs in the process of distinguishing, so the coach should not only be able to distinguish the blind spots in the coachee's beliefs, but also effectively let the other party receive and see this distinction, so as to see the blind spots in his own beliefs to change and improve.
Many people are busy and seem to be working hard. They are too busy to spend time with their children and family every day. In fact, hard work does not mean spending time. Sometimes, they also use diligence instead of laziness in their behavior. If a person doesn't use his head, think carefully and plan in detail, his goals are unclear and his ability is insufficient, no amount of time is meaningful.
Role of differentiation: 1. Help team members to improve their understanding of themselves; Second, assist team members to clarify their position; Third, expand the belief range of team members; Fourth, support team members to move forward with a good attitude.
So what are the contents of the distinction?
Fact and truth, fact and inference: goals and achievements, desires and obstacles.
The fact is the real event itself.
Truth-the real reason behind the fact
Deduction-the specific angle and logic of the other party's selective view of facts
Goal-the direction and ideal that the other party wants to achieve for a long time.
The result-the result that the other party is eager to continue to accumulate.
Desire-the starting point and desire of the other party at present
Obstacle-interference that makes the other party's goal inconsistent with the expected direction.
In this definition, we know that the relationship between goal and desire is that desire should be the local refinement of the goal, that is, the desire of the other party should be piled up at all times and equal to his goal. In other words, goals and desires should be in the same direction. If his goals and desires are inconsistent, there must be obstacles, and under the interference of obstacles, the desires of team members will continue to accumulate and become the result of deviating from the goals.
As a direct selling coach, the daily work should focus on performance improvement and team building. Deeply understand the importance of faith in the words and deeds of team members.
Questioning is a means of actively obtaining information in communication, and it is a sharp weapon to help coaches listen more pertinently and further dig deep into information collection. Asking questions is the premise of thinking, and good questions play a decisive role in a successful coaching process. Being good at asking questions is an important ability of a coach, and the key to being good at asking questions is that the coach knows how to ask questions.
The function of asking questions is 1. Listen more specifically and effectively; 2. Help the coach to distinguish effectively; 3. A difference.
A person in a position of criticism, judgment and accusation can't help anyone. Only by turning judgment into inspiration can he become a real coach.
The two magic weapons of rhetorical questions are piling up and deleting, magnifying upward to find * * *, and focusing downward to find reasons to solve problems.
The value of the heap. To explore the vision of the coachee, we must affirm and guide it with broader words, so as to reach an understanding with the coachee quickly and effectively.
On the one hand, find out the value that the coach pursues and the deep demand for the positive motivation of his behavior, so as to find out other behaviors that can more actively achieve the goal and replace the past behaviors.
On the other hand, by reading each other's minds, we can establish an atmosphere consistent with the coachee, thus creating a state in which the coachee opens himself up and lets him be coached.
The purpose is to achieve parallel value, guide the other party to notice different ways to achieve the same goal value, and find more choices at the same level through other ways, so as to broaden their thinking and act more effectively.
The coach is a powerful response. As a tool to directly feedback the true state of the coachee, it can best reflect the coach's ability as a mirror, so master the response. This ability is a hurdle that every direct selling coach must cross on his growth path.
So what is a response? In fact, it means that in the process of communicating with the coachee, you are contributing your experience, not guiding and educating each other.
Role of response: 1. Support each other to see their blind spots; 2. Reflect the current situation and let him see his current position clearly; 3. Let the other party know where they need to learn and improve.
Clear target: 1. What is the goal, vision and achievement he is eager to achieve? 2. Confirm with the coachee what he wants the coach to support him.
The coach should not only know what the coachee wants to do, but also explore why he wants to do it through the surface of things. What made him set this goal? In other words, the key to a clear goal is to explore and reveal the values and life beliefs behind the goal of the coachee. Only in this way can we really define our goals.
As we all know, it is very important to make a long-term and clear plan for your life as soon as possible.
The first step in the coaching process is to define the goal, which is often inseparable from the long-term life planning of the coachee. Understanding the value orientation of the coachee's life goal and revealing the value behind the coachee's goal can also help the coach support the coachee to formulate specific and effective phased action plans.
The value of defining life goals and planning for the teaching process lies in: 1. The coach helps the coachee to define his life direction and vision; 2. Get rid of the unnecessary interference of the coach and use the time more effectively; 3. Observe the staged achievements of life growth; 4. Develop resources more directionally and explore the possibility of achieving life goals; 5. Excavate the inner life force of the coachee and take the initiative to live a wonderful life.
The key to defining the goal is to dig out the motivation behind the goal of the coachee and find out the deeper driving force. Generally speaking, people will set their goals based on the following three starting points:
1. response-the motivation for setting goals stems from the response to the current situation of others. For example, because others drive luxury cars, I will try to make money to buy a better luxury car than others. This is a short-term goal, unstable and easy to shake.
2. Need-The motivation for setting goals is based on the desire to get something. For example, my parents are too old to work, and I need to support the elderly, so I must work hard to make money and take care of their old age. This is a phased goal and relatively stable.
3. Value-The motivation for setting goals stems from the desire to realize the mission of life. For example, I want to strive to be an excellent person, make achievements in my life and help more people. This is a long-term goal, which is hard to shake.
Therefore, among the three starting points, value-based life planning is the most solid. When a person finds his own vision, his life will generate great energy, which will continue.
After the goal is clear, the coachee will have the following status: 1. Master's mentality-the vision is that the coachee will choose his own life goals responsibly, and the coachee will be responsible for his own actions and achievements.
2. the source of motivation-the vision will glow with a steady stream of powerful motivation to act and overcome all difficulties until success.
3. Consolidate confidence and stand firm-the coachee may not always maintain firm confidence in the process of implementing the plan, especially when encountering difficulties and setbacks, but the value contained in the vision can awaken the coachee to rekindle his will and fighting spirit, consolidate his confidence and position and bring new impetus to progress when he hesitates, vacillates, repeats and retreats.
An effective goal plan needs to include three basic elements: goals, actions and results. Their definition is
Goal is the ultimate direction of life vision.
Action-is a series of actions to achieve the goal.
Results-the actual situation, is an index to examine the realization of the goal, mainly based on the data content.
As a direct sales coach, when setting goals for yourself and supporting team members to define goals, we should make clear the difference between goals and results: goals are the direction, why? The result is data, indicators, what do you want? When setting results, it can also be divided into performance results, ability results, growth results and team results. When these achievements are achieved together, it is the day when the goal is achieved.
In the process of defining your goals, how do you know that you have achieved them? You should check the following two points.
First of all, the direct sales coach knows the real goals of the team members.
Second, the direct sales coach knows the support that team members need.
The second step of counseling is to reflect the truth-let the coachee find the blind spot that hinders the realization of the goal. We all need a mirror to see our blind spots.
So what aspects should the coach start from to reflect the truth?
1. Is the mentee consistent in words and deeds?
2. Whether the coachee's actions are consistent with the results.
3. Whether the beliefs of the coachee can support the effective realization of the goal.
4. The gap between the views of the coachee and others.
5. Can the coach's emotions support him to solve the problem effectively?
In the process of reflecting the truth, how do you know that you have done it? Views are as follows
1. I was coached to understand my current position and the gap between my position and my goal.
2. Let the coachee find the blind spot of his training-related project.
3. Let the coachee see how these blind spots interfere with their mentality and behavior to achieve their goals.
The third part of the guiding step is to change your mind.
A person's mentality is reflected in the following three aspects:
1. actively choose the beliefs that help to achieve the goal, rather than the original restrictive beliefs.
2. Face life with a more positive and responsible attitude, improve yourself and improve yourself.
3. Be more firm and clear about your future goals.
The motivation for a person's mentality to be good comes from his real desire for goals and seeing the gap between his current situation and his goals. What is important is that the goal is his inner desire and the truth is put in place, then he will be willing to take the initiative to move towards good. If he doesn't take the initiative to do good, it may be that he can go back and continue without the first two points.
As coaches, we believe that everyone actually has the will and motivation to improve themselves. As long as the goal is what you really want, the gap between the status quo and the goal will have a strong pull on the parties, thus accelerating their efforts.
Secondly, the motivation to be good comes from that he no longer regards the goal as just a thing to be completed, but is willing to regard the process of completing the goal as a process of exercising himself, improving his ability and self-cultivation, and actively measure his improvement through the process and result of completing the goal. Finally, he realized that the fundamental reason why he didn't achieve his goal was not external cause, but internal cause. So he is willing to let go of his complaints, blame himself and reflect on himself in a responsible manner.
As a coach, how do you know if you have supported each other in the process of improving your mentality? The checkpoints are as follows.
1. The coachee realizes that psychological adjustment is helpful to achieve the goal.
2. Beliefs, mentality and opinions that are clearly seen by the coach and hinder them from achieving their goals.
3. The coachee began to be willing to face up to himself, no longer resist the coach's response, and began to actively self-examine and reflect.
4. The coachee began to show positive adjustment attitude and behavior.
The fourth step of the coach is the action plan.
My step is also to ask customers to come up with specific action plans that can support them to achieve their goals effectively. In fact, in the process of planning, we must first set a goal for ourselves, then design and set specific results to check the completion of the goal, and then list all the specific actions that must be taken to achieve the goal. In the whole process, there is a system that is very helpful to us. This system is called intelligent system for short.
1.s (specific) explicit
The goal of the coach's discount should be very clear, nostalgic and clear. What do you want and why?
2.m (measurable) measurable
The results set for the coach are specific enough to be digitally quantified accurately.
3.a (attainable) is attainable.
Remind the coachee that when setting goals, he should challenge according to his own current situation, be challenging enough, and be within the range that the coachee can do his best.
4.r (correlation).
The action plan made by the coach is the rain result related to the target result service. The action plan includes practice and mentality.
5.t (Traceable) can be tracked and has a checkpoint.
The coachee needs to decompose the goal, so that in the process of evolution, the cocoon that is not allowed is progress, and it needs to be adjusted according to the situation, and the explanation point of the plan needs to be clearly stated.
In the action plan, how did coach Li know that he had done it?
1. The coachee clearly puts forward the results he wants to achieve.
2. The coachee actively and seriously designs every specific action.
3. The specific actions made by the coach are closely related to the results to be achieved.
4. The coachee's action plan is clear, with checkpoints and traceability.
The four steps of coaching are the center of the entire coaching technology operating system.
The two magic weapons of coaching skills are motivation and challenge.
For team members who are dying in adversity, we should use incentives, that is, for members who are in a bad state, we should use incentives to adjust her mentality. In order to adapt to the situation, we need to use challenges for excellent team members, that is, we should use challenges for members in good condition.
13. Direct selling coach is to support team members to see their own mental patterns clearly, discover their own inherent behavior patterns, guide them to break old habits, clarify personal goals, eliminate interference, constantly correct behaviors, take goals and achievements as the guide, and go all out to realize their dreams.
Through the application of professional coaching skills, direct selling coaches help and support team members to clarify the behavior of goal correction, then correct and act again until they reach one life goal after another, win the gold medal in life and become a big winner.
A standardized direct selling team must have excellent products, or high-tech products, or patented products, or high-quality products welcomed by consumers.
Direct selling is a cause similar to that of the United Nations. This is because there are workers, farmers, drivers, university professors, students, soldiers, artists, stars, entrepreneurs and so on. In this field, it is a career that doesn't care about national boundaries, regardless of age, gender and education. Through the recommendation system, the members of a system are undoubtedly one United Nations.
Coaching technique is not only a management technique, but also a management tool and a discipline. A person's self-coaching ability is the basic standard to test his coaching level.
14. Skills learning is the foundation, the foundation and the necessary ability for practitioners in the direct selling industry. They should obey, copy completely, and not be too personal, which is a standard of skill learning. To achieve the goal of life, in addition to skill training, we should also practice the skills of coaches.
15. Creating a learning organization has become the primary direction for leaders in the direct selling industry to build teams, improve performance and enhance team competitiveness.
16. A learning organization should include the following five elements.
First, establishing a common vision can unite the downward willpower of the team. By organizing knowledge, everyone is working in the same direction, and individuals are willing to contribute to the realization of the team's big goals, which is also the accumulation and synthesis of everyone's small goals.
Second, team learning, team wisdom should be greater than the average of individual wisdom, so as to make correct organizational decisions, find out individual weaknesses through collective thinking and analysis, and enhance the centripetal force of the team.
Third, changing the mental model, most of the obstacles to team development come from the old thinking of individuals. Only through team learning and benchmarking can we change our thinking mode and innovate.
Fourth, self-transcendence, where individuals are willing to work and specialize in work skills, there is a creative tension between individuals and visions, which is the source of self-transcendence.
Fifth, systematic thinking, through the collection of information, to grasp the whole picture of the incident, in order to avoid seeing the trees but not the forest, to cultivate the thinking ability of focusing on the overall situation, and to see the essence of the problem clearly helps to understand the causal team. If the learning organization can be successfully introduced, it will not only achieve higher organizational performance, but also promote organizational vitality.
17. Six steps to establish a learning organization.
First, leaders are determined.
Second, team management has achieved the goals set by * * *.
Third, all employees have * * * knowledge.
Fourth, be good at continuous learning.
Fifth, operate independently.
Sixth, constantly review and summarize the adjustment behavior until it is effective.