D2 Coaching

团队 vs 团伙

Leader vs manager:

1. Leader: do right thing, strategically; can be flexible. 管人
2. Manager: do things right. Fit for a constant environment. 管事

VUCA: volatility，UNCERTAINTY, COMPLEXITY, AMBIGUITY

1. Check in: get to know and your experience in coaching
2. Why what how of coaching: three dimension of a good coaching
3. Key coaching elements: relationship, active listening, powerful questions
4. Coaching conversation model
5. Check out

• Equip: a new approach of conducting a conversation
• Understand, why what how of coaching and coaching conversation in business field
• Know important elements of coaching, relationship, skills and being
• Experience, a coaching conversation demo and your coaching style conversation.

• What is said in the room stays in this room
• Honor diverse points of view and be open to new ideas
• Be present and participate
• Ask any questions during the session (take ownership for you own learning)
• Silence technology (no mobile)
• Have fun

View on coaching Management challenge Expectations

Reading: <coaching for performance>, author: John Whitmore P = P - I Performance = potential - interruption

• Explore, unleash, and enhance the potential
• Reduce interruption from inner and eternal ) inner: self-doubts, emotion, mindsets; external: environment, competition, conflict_
• Develop relationship

> A meaningful coaching culture has the potential to transform the relationship between organization and employees and to put both on the path to long-term success

Steve Jobs: It doesn't make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do.

• We lead Bosch.
• We live by our values,
• We achieve excellence
• We make the purpose of our business clear and work passionately to make it a success
• We spark enthusiasm for new things and embrace change as an opportunity
• we learn from mistake accept them as part of innovation culture
• We priorities， keep things simple make decision quickly and execute them rigorously。
• We collaborate across function, unites, and hirachies0 always focusing on results.
• We communicate openly, frequently and across all levels
• We seek and give feedback and lead with trust respect, and empathy

Leading my business - leading myself - leading others

We are leaders not because of outstanding targets achieved, we are leaders because of great people we grow.

Coach is 在平等的基础上，caring， identify

Situational use of coaching leadership

• Traditional leader: past telling issues, competence low
• Coaching leader: future asking solutions, competence high

A development process designed to unlock a person's potential to maximize his or her performance and help them reach their goals by:

* Creating an alliance built on trust

• Incorporating a discovery process to help individuals and teams achieve and sustain top performance
• Linking to our strategic imperatives and measurable business results.

Coaching and mentoring

A mentee is learning from a mentor
A coachee is learning with a coach

Give good advices Asking right questions 日常：80%mentoring, 20 coaching

• Coaching: coachee learn with coach inside out
• Mentoring: mentee learn from mentor outside in;
• Teaching: student follow teacher step-by-step
• Consulting: client+ get advises from consultant proposal-by-proposal

1. Coaching relationship
   • Confidential &safe
   • Trust and open
   • Authentic
2. Coaching Being(状态，道)
   • Inner stable
   • Curious
   • No judgement
3. Coaching skills(技巧，术)
   • Active listening
   • Powerful questioning
   • Acknowledgement

How to create trust and intimacy

• The quality of someone else thinking depends on the quality of the attention that we pay to them
• Actively listening can help you truly understand what people are saying in conversations and meeting (not just what you want to hear, or think you hear)

> The ability to speak several languages is an asset, but the ability to keep your mouth shut in any language is priceless.

• Self
  • My opinion, I think,
  • Self centered,
  • The only idea
• Truth
  • The facts are…, the truth is …
  • What I see is…
  • Perspective based argument
• Purpose
  • Successful future outlook;
  • Explore and utilize potential;
  • Co-creation and innovation
• Emotion
  • What behind emotion is needs and desire;
  • emotion delivered more profound messages;
  • trust and empathy

Feedback in turns

• I hear
• I see
• I feel

1. Talks about interesting / frustrating things
2. Listens for truth ( what I hear is)
3. Listens for 'eyes' (what I see is)
4. Listens for environment / purpose / emotions etc. (I feel.. And I guess you value)

Leaders who don't listen will eventually be surrounded by people who have nothing to say. Andy Stanley

How to make a question powerful Being

1. Open
2. Authentic
3. Genuine interest / curiosity
4. Non-judgmental
5. Beginner's mind

Doing

1. Simple, concise, one at a time
2. Open
3. Non-directive / not leading
4. New thinking or insight for the coachee
5. Focus on self or topic

1. Circular扩展
   • To expand persons perspective. How would another person see the situation?
2. Scaling标定
   • To help findings small changes toward the desired outcome. Where are you on a scale from 1 to 10?
3. Paradox悖论
   • To raise awareness for options of personal contribution. What do you need to do to make it even worse?
4. Coping应对
   • To validate perspective of being stuck. What helped you to deal with the past?
5. Categorizing归类
   • To help seeing that it could be seen differently. Who doesn't even sees it as problem? Why?
6. Rating评分
   • To focus on the emotional side of the issue on hand. Looking at options, how in % do you rate them?
7. Miracle奇迹
   • To help thinking outside the box. How would you recognize a miracle happened?
8. Exception例外
   • To help finding out when things may have been different. Has it been different? What made it different?
9. Hypothetical假象
   • To help thinking about new ideas and approaches.

Hypothetical questions

• Miracle: if, miracle happens?
• Future oriented: if，now is the time for success in future, what?
• Change perspective: if, from counter-parties view?
• Successful resource: if, form our past success experience?
• System perspective: if, from a large system perspective?
• Enlarge the achievements: if, achievement enlarge xx times?

1. Build trust understand current status. Equal, respect, safe, open, intimacy
2. Align topic confirm goal. Grow, result, frame work;
3. Deepen forward. Grow powerful question further explore.
4. Action commitment. Grow smart, check willingness
5. Summary recognition: value results recognition

>Safe & trust, principles, active listening, focus on results.

• Topic:
  1. Tell me about
  2. What would you like to think/talk about?
• Goal:
  1. what do you what to move forward on?
  2. What can we achieve in the time available?
  3. What would be the most helpful thing for you to take away from this session?
• Reality:
  1. What is happening now that tells you?
  2. Describe the current situation
  3. What made you realize that you need to do something different?
• Options:
  1. What could you do to move yourself just one step forward?
  2. What are your options?
  3. How far towards your objective will that take you?
• Will:
  1. What will you do next?
  2. What could you stop you moving forward?
  3. How will you overcome this?
  4. How can you keep yourself motivated?
  5. When do you need to review progress?
  6. Daily, weekly, monthly?
  7. What do you need from me?

• The first step in the grow coaching model is defining the goal of the coaching trajectory. That includes long term (the central theme of the trajectory) and short term (the goal for every session)
• Goals need to be SMART, specific, measurable, acceptable, realistic and timely

1. What's important to you when it comes to..?
2. What will reaching the goal give you?
3. What do you want to achieve in ….?
4. How will you know you've reached your goal?
5. How will you know the problem has been solved?

• Step two is becoming aware of the actual situation the coachee is in;
• People have patterns and stories they can repeat and expand on endlessly. Keep on summarizing and repeating what you understand from the coachee.

1. What, when, with whom and how often?
2. Why is this .. A problem?
3. What's been going wrong so far?
4. What wen well?
5. What can make the difference?
6. What have you done so far?

• Step three of the GROW coaching mode is to generate ideas that can contribute to the solution of the problem. Try to start a creative brainstorming process without censure or conditionality. Generate solutions, then structure it to evaluate every option. If needed, you can also offer some suggestions

1. What else could you do?
2. What would you do if… didn't stop you?
3. Imagine you already reached your goal, how did you do it?
4. What if this obstacle wasn't there anymore？
5. What else do you need to reach your goal? Where can you get it?
6. Which criteria will you use to evaluate this option?

• The fourth and last step of the grow coaching model is the choice of one option. This is converted into a concreate plan of action. Then the coachee's motivation to follow this plan is maximized

1. What exactly will you do to reach your goal, and when?
2. Which of these options will you take?
3. What concrete step can you take now?
4. What steps come after?
5. How will you overcome your obstacles?
6. How motivated are you, on a scale from 1 to 10, to go for this option?
7. What do you need to have a 10? Where can you get it?
8. How can your surroundings support you?

• Bosch internal coaching club - find your own coach
• Join the Bosch coach club - be a coach
  • Wechat group with regular events and information
• Coaching peer group
  • Try to practice coaching 'habits' in a weekly rhythm
  • Join the 1 hour coaching circle to share learning and challenges
• Coaching platform
  • My transform

For potential employee 一对一的，非命令式的，开放式的，对potential employee做的 Investment → long + report

渔：detachment Flow: Core, Pending and outcome.

Trust: feedback, especially timely feedback.

Coach不该否定Coachee，只能去摊开对方的argument

⇒没有trust，不要做coaching

Caring for (atmosphere or you) <> Trust

1. Ask for rating
2. Ask for improvement
3. Ask for support

我可以问一个比较敏感的话题嘛？ 我信任你，你信任我嘛？

• I trust almost everyone;

• 谈及参与同事的输入，创造共创的环境

• W wave
• 1.5s person