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Book. High performance coaching. High Performance Coaching - John Whitmore

Book "Coaching high efficiency» in the format of 10-minute reading: reviews best books, only the most important and useful.

John Whitmore, owner of a leading European corporate coaching firm, wrote the first book to propose the use of coaching principles in the business world.

IN A nutshell: Try changing the way you learn and interact with people—and take advantage of those behaviors.

QUOTE: “Coaching is not just a technique that can be introduced and applied in strictly defined situations. It is a way of managing, a way of dealing with people, a way of thinking, a way of being. The day is coming. when the word coaching disappears from our lexicon altogether, it becomes the image of our relationships at work or elsewhere.”

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Performance and Purpose

N I C H O L A S B R E A L E Y

P U B L I S H I N G

John Whitmore

High Performance Coaching

New management style, People development,

High efficiency

Third Edition

International Academy of Corporate Governance and Business

Moscow, 2005

UDC 65.016.17 BBK 65.290-2 K 55

J. Whitmore

K 55 High Performance Coaching./ Per. from English. - M.: International Academy of Corporate Governance and Business, 2005. - P. 168. Il. ISBN 5-98397-003-8

This unique publication is dedicated to identifying and unlocking the potential of an individual and a group of people in the area to which they have dedicated themselves, with the help of coaching - an important tool for all managers. Coaching received in Lately widespread in the business community, applicable in any business - from manufacturing to retail, from the service industry to financial services. This style of management, which determines the new corporate culture, is based on openness, trust, coordination of actions and goals of the entire company team.

Coaching, the deep foundations of which are based on psychological principles and models, helps a person to understand and comprehend his enormous potential, which he, being sufficiently motivated, can successfully implement in his field of activity, thereby providing a solution main task modern business- maximizing the increase in labor productivity and the efficiency of work performance by everyone.

The book will be extremely useful for leaders different levels, entrepreneurs, teachers, consultants, coaches and all other readers who strive to be effective in everything - in work, in family, in sports, in relationships with others, receiving great satisfaction from this.

Scientific editor S. Yu. Chumakova

management and business.

Translation, preparation for publication, 2005.

ISBN 5-98397-003-8

From the publisher 7 Acknowledgments9

Chapter 1 What is coaching? 16 Sports roots of coaching 16 From sports to business 18

Chapter 2 27 The role of the manager 30

Chapter 3 The Nature of Change 32

Chapter 4 The Nature of Coaching 37 Raising consciousness 37 Responsibility 41 The main thing is the mind 43 Qualities of a coach 44

Chapter 5 Effective Questions 47 Chapter 6 Question Sequencing54

Chapter 7 57 Owning Goals 59 Coaching Example 62

Chapter 8 65 Be objective 65 Questions about reality 70

Chapter 9. What are the options? 77 Maximizing choice 77

Chapter 10 82 Ending a Coaching Cycle 85

Chapter 11 90 Johnsonville Sausages 91

Chapter 12 95 Pleasure 98

Chapter 13 100 Maslow and motivation 102

Chapter 14 Coaching for Goal Setting 106 Chapter 15 Coaching for Meaning 108

Chapter 16 116 Coaching for culture change 119

Chapter 17 Feedback and evaluation 123 Feedback 123 Self-assessment 128

Chapter 18 132 High-performing teams 132 Stages of team development 133

Chapter 19 138 Applying coaching to a team 140

Chapter 20 144 External obstacles 146 Internal obstacles 148

Chapter 21 151 Coaching that teaches you to win 152

Conclusion 155 Appendixes 157 References 161

From the publisher

To be continued...

For the first time the name of Sir John Whitmore was heard in Russia in connection with the publication of the Russian translation of his book on coaching "Coaching - a new style management". This little book in a gray cover sold out instantly, becoming a real revelation for those who wanted to understand what coaching really is.

I met John Whitmore at the European Coaching Conference where he was a key speaker. In his speech, he spoke about the leadership of managers and their subordinates; about the crisis of leadership and its resolution with the help of coaching, which can also provide further development leadership. I invited John to Moscow to give a course on "High Performance Coaching for Executives and Key Managers" for Russian businessmen and company executives. And since then, he has been coming to us every year with his new seminars and trainings.

The topics of these seminars, which are very relevant for our participants - senior managers and senior managers of companies, provoke discussions and lead to an exchange of opinions and ideas. And always in these classes we are talking about basic values and life goals.

John Whitmore, who works with businessmen all over the world, notes that people differ only in appearance, and the main thing for everyone is the basic human values. For us, it is really very important, including in the business environment, internal agreement with ourselves. Business is actively developing, taking away from a person more and more time that he has to devote to work to the detriment of family and friendly relations, and harmonious personal development. It is becoming increasingly difficult for managers to interact with employees and motivate them to high achievements. Easier and faster to order. But the authoritarian method of leadership has long exhausted itself, including in our young business.

Today, the era of coaching is dawning - and many are already beginning to understand this. A highly professional coach is an educated person with sufficient life experience, including in creating a business, and emotionally competent. He is distinguished by the ability to self-organize, leadership qualities, the ability to motivate

client, instilling in him confidence and readiness to implement plans. At the same time, he always controls the situation and knows how to benefit from it. The personification of all these qualities is Sir John Whitmore, so communication with him is a great positive experience.

And great value.

FROM early youth, Sir John Whitmore, who at the age of 17 became a racing driver who won championships in 24-hour races, did not stop there and did not close on any one activity. He graduated from the most prestigious Eton College, where members of the royal family, Royal military academy Sandhurst

And Royal Agricultural College Cirencester and also obtained a commercial pilot's license.

Having completed sports career, he headed the dealer department of the Ford company, and then began to lead the design bureau. Later, John Whitmore opened his own business, and when he became profitable, he sold it and took up the study of psychology. He was especially fascinated by the psychology of sports, which interested him in Tim Gellway. As a business consultant, John Whitmore brought his own style to this work, based on his previous experience, discoveries and ideas. As a result, there was new approach to solving problems in business - coaching, which told the first edition of this book.

Today, this book has been translated into 11 languages, and its author, John Whitmore, has become a world-famous consultant. He studies high-performing teams, conducts seminars and coaches for the management teams of the largest international companies.

In this excellent book, which will also introduce you to the GROW coaching model and all the intricacies of its conscious application in work, all the main aspects and features of the development of the coaching approach are so wisely, in detail and beautifully presented that you want to immediately, right now implement it in life. There aren't many books of this caliber, so we'd be happy if it grabs your attention and takes a special place on your desktop as a source of inspiration and action.

Svetlana Chumakova, MAC president, professional coach consultant www.coacha.ru

Words of gratitude

Any book is the result of the development of the author and his training, to which he owes many events of his life and communication with many people.

First of all, I would like to thank Tim Gollwey, creator of the Inner Game, and Bob Kriegel, Cape Ferguson, Graham Alexander, Alan Fine, Karoline Harris Harris), Chris Morgan, Ben Cannon, Miles Downey and Peter Lightfoot. They all started out as sports coaches for the Inner Game and went on to apply their art to business with great success. Each of them is an excellent coach-teacher. Our collaborators Dr. Alan Beggs and Dr. Lew Hardy academicized the innovative ideas of the Inner Game, helping us to withstand the pressure of the traditionalists.

I am especially grateful to my fellow coaches David Hemerry and David Whitaker, with whom I have conducted countless training courses and developed creative ideas. Both worked very effectively, reaching Olympic heights as coaching teachers. Their invaluable experience helped us achieve similar results as well. This third edition of the book is the result of my work recent years during which I have trained and coached a group of colleagues at Performance Consultants and also worked with many of my own clients. Thanks to them all.

My wife, Diana, who trains psychotherapists and counselors for an educational charity, monitored the development of my staff's skills over the years, supporting me with worldly wisdom and guiding me through " minefields deep aspects of the human psyche. My son Jason, a junior tennis champion and talented skier, co-authored my children's tennis book. I also learned a lot from him.

Finally, thanks to Tim Davison, Nick Brealey, and Marion Russel for giving me feedback, encouragement, critiques, comments, and suggestions, making this a much better book than it could have been. .

I am very excited about the Russian translation of the latest edition of High Performance Coaching. When it was first published in the West, I had not yet taught coaching classes in Russia.

and did not even imagine how he would be perceived in this country. Since then, I have spoken here several times at conferences, and also trained leaders and coaches, which convinced me of the groundlessness of my earlier doubts.

I have always been struck in Russia by such a progressive approach to this subject, which until recently was not known here. Somehow, while communicating with the audience, I suggested that they either summarize everything they had learned, or delve into a new area of coaching, which I have not talked about anywhere outside of England, which is rightfully considered the birthplace of business coaching. They enthusiastically supported the progressive version, which they liked very much. From now on, I look forward to meeting in Russia with course participants whose difficult questions and thoughtful remarks often make me tense.

In my opinion, Russia has long been ready to accept coaching both as a profession and as the preferred style of business management. Here, the deep foundations of coaching are naturally perceived, which are based on psychological principles and models that stand above the personality. This publication focuses on the contribution that coaching can make to understanding, as well as to the development of understanding and purpose at work, the absence of which adversely affects the loyalty and effectiveness of staff. This book highlights the importance personal development, often referred to as emotional intelligence, as the cornerstone of successful coaching.

At the same time, High Performance Coaching will serve as a good introduction to the subject for those who are not yet familiar with it. Throughout the world, it is considered a seminal work in the field of coaching. It has already been published in more than 15 languages with a total circulation of a quarter of a million copies. This is clear evidence of the growing popularity of coaching, which, I am sure, will easily take root in Russia in the coming years. I hope that this book will help you improve your efficiency and improve your communication skills at work, in sports, in relationships with loved ones and children. Welcome to the world of coaching excellence!

In business circles, the buzzword "coaching" appeared quite a long time ago. At any meeting of senior management, heads of human resources departments, personnel specialists, entrepreneurs

For coaches or coaches, the word "coaching" is heard as often as "profit" or "recession."

It has been 20 years since I first applied the concept of "coaching" to business and 10 years since the first edition of this book was published. She has been widely recognized as fundamental work methodology of coaching for business. The fact that it has been translated into a dozen languages, including Japanese, Russian and Malay, is a testament to the universal acceptance of coaching.

Unfortunately, the popularization of this term has led to the fact that practitioners - conscientious and not so - began to use it only as a new packaging for an old product. As a result, coaching has been under threat of misinterpretation and perception, up to its rejection as something ordinary, not unique and not living up to expectations. Moreover, many business autocrats sincerely consider their methods to be completely democratic, believing that they take coaching for granted. Since such people have no one to give them hard-hitting feedback, and because subordinates never dare to enlighten them on this, they continue to belittle the role of both their employees and the very concept of coaching in ignorance.

This book is about overcoming misconceptions about coaching, clearly shows what it really is, for what, when and to what extent it can be used, who will be able to use it correctly and who will not. Contrary to the alluring claims of One Minute Manager, there are no quick fixes in business. Good coaching is a skill, perhaps even an art, that requires a deep understanding and a lot of practice to bring out its amazing potential to the fullest. Reading this book will not make you a great coach, but it will help you realize the great value and potential of coaching and may encourage you to discover your own talents, which will certainly affect the success of your business, your

Coaching (English) - training, tutoring, preparation. Note. per.

Introduction

NOT JUST A FASHION WORD

ART

AND PRACTICE

COACHING

Coaching is a managerial behavior,

alternative

command

Based on a book by John Whitmore

Coaching for Performance: Growing Human Potential and Purpose -

one of the main sources of information about the philosophy and methodology of coaching

Coaching, once known as a technique of sports coaches, has long left the boundaries of sports. Today, coaches help their clients in the most different areas- from improvement professional excellence and increase labor productivity to develop a variety of skills needed in Everyday life. Whatever you do, a coach will help you learn how to do it even better. The author of the book is a recognized authority in this new area knowledge, man unusual fate, who was a professional race car driver in his youth. His book, which has already gone through four reprints, has contributed huge contribution in the development of coaching.

Coaching as a way to efficiency

Like a coach in professional sports, a coach helps a person to reach their potential in order to cope with the tasks facing them with maximum efficiency. The coach does not teach, but helps to learn. The coaching process consists of the following steps: planning, problem solving, results analysis, and skill acquisition. Like a child who learns to walk on his own, a person learns self-realization with the help of a coach. The coach does not have to be deeply versed in special areas business, but he must master the techniques and methods of coaching.

The goal of a coach is to reveal the inner potential of a person, showing him the path to improvement. The coach helps the client gain strong self-confidence. He not only teaches, but offers his help in the most complete actualization of the natural abilities of a person. If the leader takes on the role of coaching subordinates, he should change his behavior and become more sensitive and responsive. The management style typical for most managers is somewhere between open dictatorship and some form of coercion in terms of authoritarianism. Coaching requires a very different approach. The leader in the role of coach should ask subordinates questions, reflection on which will tell them how best to perform tasks. The coach helps to comprehensively analyze the main aspects of the problem and choose the direction in which the person should act in order to solve it.

How can you tell when it's time for a leader to coach? Most often, such a need arises in a situation where subordinates need to learn certain knowledge or when it is important to obtain the desired results. Workers today expect (and even demand) much more freedom to make decisions than ever before. However, the more independence they have, the greater their responsibility. Coaching fits this new paradigm perfectly. labor relations: it increases productivity and allows the employee to take on additional responsibilities, and hence additional responsibility.

Intellectual development and education of responsibility

Effective coaching improves a person's understanding of the surrounding reality. Thanks to coaching, clarity of thinking increases, the ability to focus and separate the main from the secondary. In sports, talented coaches help athletes feel better about their body - then it can be made to work better. And in business, coaches help professionals to better understand both other people and the peculiarities of their own thinking in order to learn to feel any situation more acutely and direct their efforts exactly where they will be most effective.

The task of a coach is to develop in a person such intellectual qualities as psychological susceptibility and a sense of personal responsibility. The coach does not teach special methods and techniques of work, does not give advice or solve problems, but helps to comprehend something important. He must be a patient and understanding person, impartial (but not indifferent), attentive, able to listen and remember. Some specialized skills and knowledge, experience and authority are not of particular importance.

The right answers to the right questions

The coach helps the client to discover their inner capabilities by asking them thoughtful questions. For example, in football, the rule is “Always look at the ball”. But how to formulate it so that it really helps the player to play better? Questions like “Do you keep an eye on the ball during the game?” or “Why aren’t you following the ball?” force the person to take a defensive stance. Correct questions from the point of view of performance can be, for example, such: “In which direction does the ball rotate when it flies towards you?”; “Does the ball spin faster or slower after it hits the grass?”; “From what distance can you see how the ball is spinning?”. These are the questions that teach a football player to focus on the ball. They do not involve value judgment. The right questions are designed in such a way that they force a person to critically analyze their actions, and the coach uses this introspection to develop the necessary skills in the athlete.

In business, coaches should frame their questions along the same lines: “What is the biggest challenge for you?” “If prices go up, how will customers react?” Specific questions require specific answers. The content of these answers is of no interest to the coach. Its goal is to make a person highlight and analyze the main thing in certain situation to better understand it and realize personal responsibility for the result. When coaching, start questions with “what,” “where,” “when,” and “how much.” Ask the person about the area that he is keenly interested in. Listen carefully to the answers. Avoid judgmental questions like, “Well, who told you to do this?” Watch your voice, facial expressions and gestures. Your job is to listen, hear, observe and understand.

The coaching formula

Start conversations with questions general, gradually delving into the details. Imagine looking at an object first with the naked eye, then through a magnifying glass, and finally through a microscope. Delving into a particular situation, ask: “What, in your opinion, will it have consequences?”; “What criteria do you follow in your actions?”; “Imagine talking to the smartest person you know. What would he advise you?" or “What advice would you give to a colleague in a similar situation?” The optimal sequence of questions is constructed as follows.

Goal setting. The standard question for this is: “What do you want to achieve in the end?” Distinguish between end goals (“become commercial director”) and workers (“sell 100 software licenses”). A person is able to manage work goals, but not final ones. The goals that he sets must be specific, expressed in numbers, consistent, realistic, have clear deadlines for achieving. These goals should be clear and relevant. They should be formulated in the affirmative form. Goals must be challenging to achieve, legally acceptable and ethical. Be sure to get them in writing. Finally, the implementation of these goals should not harm the environment.

Assessment of the situation. Goals set without taking into account the current situation are unrealistic. Their formulation must be approached objectively and without prejudice. For an adequate assessment of the situation, ask the client what parameters of this situation he is able to manage and what he has already done. Complete his picture building by discussing the results of his actions. Often such questions lead to insight and make a person exclaim “Eureka!”.

Thinking through options. List all possible options actions. Their list should not be limited. Analyze the pros and cons of each.

Choice of actions. Questions about who, what and when should do it, as well as whether a person has enough strength to do this, are discussed at final stage where the coach and client move from discussing options to formulating a solution. The client should explain what he is going to do, not what he could do in principle. Other questions to discuss: “When exactly are you going to do this?”; “Will it help you achieve your goal?”; “What can stop you?”; What other factors need to be taken into account? A task this stage- to push the person to certain steps. Ask him to rate, on a scale of 1 to 10, how confident he is that he made the right move. A score below eight points indicates a lack of readiness to act.

The stage at which a decision is made on the implementation of certain steps, the coaching cycle ends. Don't set any performance criteria for your clients: they have to do it themselves. The standards they set themselves are likely to be more stringent than those you would suggest.

Effectively conducted coaching helps to understand the situation, acquire new knowledge, learn to get satisfaction from the successes achieved and choose the path to self-improvement. The components of successful coaching are not only learning new things, but also the pleasure of this knowledge. The coach needs to create a final state of “conscious competence” in the client, and for this it is necessary to carefully observe his actions. Such an attentive look from the outside stimulates the processes of learning and self-realization. So, if a manager wants to help a subordinate write a report, he should touch upon in a conversation with him next questions: “What is the purpose of this report?”; “Does the draft report fit well with this goal?”; “What other points should be noted in it?”. In such a situation, it will be easier for the employee to evaluate himself objectively and draw appropriate conclusions.

Coaches also help people prepare to overcome adversity. For this purpose, the method of anticipatory planning is used. For example, a coach might say to a baseball player, "After your next pitch, I'll ask you what was the hardest move you did." Thanks to this question, the player will focus on certain aspects of a future event in order to extract the necessary information. In a business situation, this might be a question like “What obstacles might arise on the way to the goal?” or "What's in this case worries you the most?"

Obstacles and benefits

People are often afraid of everything new, unfamiliar and unconventional, so main problem for the coach it becomes a search for an approach to individuals who stubbornly resist coaching. When implementing coaching in an organization, be prepared to respond to the following objections and concerns:

"Our corporate culture won't accept it." The usual retrograde argument: “We didn’t have this before, why do we need it now?” But until the 1980s, employees did not even have computers. An organization whose workforce resists change is doomed: constant change is the most stable feature of today's business world.

"It's just another management quirk." Innovations that help increase productivity are not always the whim of the authorities.

“I don’t have time for coaching.” If the leader does not have time to do anything, it means that his subordinates do not help him. Coaching can just solve this problem.

"Our people are not capable of working without a pointer." If this is true, then it is coaching that will help them overcome this kind of dangerous addiction.

"Everyone will think I'm crazy." They will stop thinking like that once they see the results of coaching.

"I won't know what questions to ask." There is nothing mysterious about coaching. No need to complicate anything - just stick to the formula described above.

“Why change anything at all?” Are you really not interested in how to increase the productivity of your company?

The main benefits that coaching can bring to an organization are:

Growth in labor productivity, professional and personal development of staff. People learn to set goals and achieve them.

Facilitate the process of organizational learning. Coaching helps make this process more intense.

Improving the overall quality of life of employees. The one who achieves the best results gets a deeper satisfaction from life professionally and personally.

Removing part of the load from the leaders. Coached employees will be ready to take on additional professional responsibilities.

Efficient use of personnel and resources. Coaching will help reveal the hidden abilities of employees.

Faster response to crisis situations. A person who is not afraid to take responsibility will not hesitate in times of crisis.

Adaptation to change. The coached staff is much easier to adapt to new working conditions.

Strengthening staff motivation. Modern business is moving from the old administrative-command management paradigm to a new leadership style based on the principles of coaching. The carrot and stick method no longer works. Coaching motivates employees and helps develop new leaders.

Acquisition of valuable skills. In the near future, when hiring managers, preference will be given to candidates with coaching skills.

John Whitmore is a former race car driver who won numerous prestigious awards and titles in the 1960s and is a coach of international renown. His classic guide to coaching has been translated into 22 languages.

High performance coaching. John Whitmore

M.: Intern. academy corp. management and business, 2005. - 168 p.

This unique publication is dedicated to identifying and unlocking the potential of an individual and a group of people in the area to which they have dedicated themselves, with the help of coaching - an important tool for all managers. Coaching, which has recently become widespread in the business community, is applicable to any business - from manufacturing to retail, from the service sector to financial services. This style of management, which determines the new corporate culture, is based on openness, trust, coordination of actions and goals of the entire company team.

Coaching, the deep foundations of which are based on psychological principles and models, contributes to a person’s understanding and understanding of his enormous opportunities, which he, being sufficiently motivated, can successfully implement in his field of activity, thereby providing a solution to the main task of modern business - maximizing the increase in labor productivity and performance efficiency for everyone.

The book will be extremely useful for managers of various levels, entrepreneurs, teachers, consultants, coaches and all other readers who strive to be effective in everything - in work, in family, in sports, in relationships with others, receiving great satisfaction from this.

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Sports Coaching Roots 16

From sports to business 18
Chapter 2 The Manager as Coach 27
The role of the manager 30
Chapter 3 The Nature of Change 32
Chapter 4 The Nature of Coaching 37
Raising Consciousness 37

Responsibility 41

The main thing is the mind 43

Qualities of a coach 44
Chapter 5 Effective Questions 41
Chapter 6 Sequence of Questions 54
Chapter 7 Goal Setting 57
Goal Ownership 59
Coaching Example 62
Chapter 8 65
Be objective 65

Questions about reality 70
Chapter 9. What are the options? eleven
Maximizing Choice 77
Chapter 10 82
Completing a Coaching Cycle 85
Chapter 11 90
"Johnsonville Sausages" 91
Chapter 12 Learning and Pleasure 95
Pleasure 98
Chapter 13
Maslow and Motivation 102
Chapter 14 Coaching for Goal Setting 106

Chapter 15 Coaching for Meaning 108
Chapter 16 Corporate Coaching 116
Coaching for culture change 119
Chapter 17 Feedback and Evaluation 123
Feedback 123 Self-assessment 128
Chapter 18 Team Development 132
High Performance Teams 132

Stages of team development 133
Chapter 19 Coaching for Teams 138
Applying coaching in a team 140
Chapter 20 Overcoming Obstacles to Coaching 144

External obstacles 146 Internal obstacles 148
Chapter 21 The Many Benefits of Coaching 151
Coaching that teaches you how to win 152
Conclusion 155

Applications 157

References 161

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