高管必備教練技術(shù)

1.明確教練的目的和方式
教練技術(shù)的起源和發(fā)展

高層管理者擔(dān)任教練的必要性

教練的時機(jī)和對象

教練技術(shù)所采取的方式
授人以漁，而非授人以魚
啟發(fā)思維，消除障礙，激發(fā)潛能

教練技術(shù)所能達(dá)到的目的
提升被教練者的業(yè)績表現(xiàn)
逐步挖掘被教練者的潛能

2. 教練的完整過程
明確被教練者的發(fā)展目標(biāo)及業(yè)績表現(xiàn)
制定教練的計劃，過程及方式
學(xué)習(xí)教練模型
業(yè)績結(jié)果 = 潛力 – 障礙
評估被教練者的潛能
消除被教練者的障礙，獲取突破性的業(yè)績

3. 教練式輔導(dǎo)的過程和技巧
教練式輔導(dǎo)與其他輔導(dǎo)方式的差異
輔導(dǎo)沒有達(dá)到預(yù)期目的的原因
教練式輔導(dǎo)的工具
GROW 模型
輔導(dǎo)技能的自我評估
輔導(dǎo)之后的改進(jìn)行動

4. 教練式輔導(dǎo)的技巧
建立互信關(guān)系
積極聆聽
有效提問及反饋
讓被教練者具有自我意識

1. Clarifying objectives and methodology of coaching
Origin and development of coaching

Coaching is senior manager’s key role

Objects and opportunity to conduct coaching

Methodology of coaching
Teaching him fishing instead of giving him a fish
Inspiring coachee, removing obstacles and motivating potential

The expected output of coaching
Improving coachee’s performance
Exploring coachee’s potential

2. The complete procedure of coaching
Clarifying coachee’s development goal and current performance level
Establishing coaching plan and process
Learning coaching model
Performance = Potential Interference
Evaluating coachee’s potential
Eliminating obstacles and acquiring breakthrough

3. Coaching conversation process and skills
The differences between different coaching types
Reasons why coaching failed
Coaching conversation framework
GROW model
Selfassessment of coaching skills
Actions after coaching

4. Improving coaching skills
Building mutual trust relationship
Listening actively
Effective questioning and feedback
Create coachees’ selfawareness