Coaching for Performance Buchzusammenfassung - das Wichtigste aus Coaching for Performance

Einleitung anhören

00:00

Zusammenfassung von Coaching for Performance

Name: Coaching for Performance
Rating: 4.6 (74 reviews)
Author: Sir John Whitmore

Sir John Whitmore

The Principles and Practice of Coaching and Leadership

4.6 (74 Bewertungen)

18 Min.

Kurz zusammengefasst

Coaching for Performance by Sir John Whitmore is a classic coaching book that outlines a proven framework for coaching, focusing on the GROW model. It provides practical tools and insights for professional coaches and managers alike.

Themen

Zielsetzung Emotionale Intelligenz Coaching Führung Kritisches Denken & Problemlösen

Inhaltsübersicht

Coaching for Performance
in 6 Kernaussagen verstehen

Audio & Text in der Blinkist App

Kernaussage 1 von 6

What’s in it for me? Learn about the fundamentals of coaching and the GROW model

Before Sir John Whitmore wrote the first edition of Coaching for Performance in 1992, a “coach” was strictly someone who trained athletes. In fact, Whitmore started his own career as a racecar driver, then a high performance tennis coach. Coaching in the business sense is quite new. Whitmore started coining the term “performance coaching” when he realized that the techniques he was teaching businessmen on the tennis court were just as useful for his clients outside their match.

In the early ’80s, Whitmore opened Performance Consultants, an organization which pioneered the concept of leadership and performance coaching. He was approached by management consulting firm McKinsey, and took the opportunity to solidify his methods into what he called the GROW model for performance coaching.

Since then, business coaching as an industry has exploded.

The blooming industry owes itself to the success of coaching as a leadership development strategy. It’s also why Whitmore’s methods, including his GROW model, are as important as ever.

Today, high-performance businesses rely on emotionally intelligent leaders. We’ve moved away from primitive carrot-and-stick theories of motivational psychology, and are firmly in an era where organizations must offer meaning to their employees if they’re going to succeed. People no longer simply work for companies, those companies need to work for them as well.

Coaching is the skill of helping someone overcome internal obstacles, finding their best path, and giving them genuine autonomy in their job. It’s emotional intelligence in practice.

The 25th Anniversary Edition of Coaching for Performance incorporates everything that Whitmore learned in the quarter-century since pioneering the coaching industry. For leaders and coaches, it’s an essential handbook to developing high performance cultures.

In this Blink, we’ll cover the four steps of GROW – Goals, Reality, Options, and Will – and then give you an idea of how to use this in practice.

But first, let’s look at the core principles of coaching for performance.

Principles of performance coaching

Coaching is, at its core, the process of building a relationship with a coachee, and guiding them in their performance development journey. Together, you’re looking to remove the internal blocks that limit a person’s potential.

This can be a bit tough to visualize, so let’s compare coaching to a different learning strategy, mentorships. In a mentorship, the mentor is passing knowledge to their mentee. The focus is on the mentor’s experience. Learning comes from telling.

Coaching is different. The aim of coaching is to focus on the experience of the coachee, whilst the coach guides them in overcoming internal obstacles. You’re helping them to work past things like self-doubt, lack of fulfillment, or low motivation. It’s based off the core principles of awareness and responsibility.

This means being self-aware and responsible for your own actions and development. It also means being socially aware, and responsible for your relationships with others. Performance coaching gives the coachee autonomy over their development and builds personal motivation.

But before you can coach others, you need to coach yourself. Your own personal responsibility and awareness are essential to leading and coaching a high performance team. The hardest habit to kick is to listen, not tell.

When the Financial Times began to implement a coaching method, team leader Oliver Duplain admitted that it felt a bit like losing power. But when he saw that his team was putting out 10 times as much effort, he understood that the trade-off was worth it.

As we work through the GROW model, keep these core principles in mind. Whitmore emphasizes that the model is only powerful when it’s used in the context of emotional intelligence. Coaches have to ensure they’re asking powerful questions, and actively listening to the responses they receive. You want the coachee to mentally engage, and not feel judged in the process.

We’ll look at specific powerful questions at each stage of GROW, but for now, remember that your focus should always be on the coachee.

G – Goals

The first step in the GROW model is goal setting. Whitmore defines four different levels of goal, moving from your grandest ambition down to the more granular day-to-day tasks.

At the highest level are dream goals. These are broad and often inexact wishes that a coachee might bring to you as a coach. It can help to think about these as the why goals.

R – Reality

When working toward improvement, it’s essential that you understand your current reality, the R in GROW. But for coaches, exploring reality isn’t about looking at data. Sure, you probably want to start there, but coaching at this stage is about finding the root cause of the problem, not just looking at the symptoms.

This means asking descriptive, nonjudgmental questions, and developing an understanding of why the situation is how it is. But what exactly do we mean by descriptive, nonjudgmental questions?

O – Options

During the options stage of GROW, you’ll want to brainstorm as many alternative courses of action as you can. This isn’t about finding one optimal solution yet, but breaking down assumptions that you or the coachee might have about how something should be done. Be creative and consider the possibilities.

People often have negative assumptions that mean they automatically reject ideas before actually considering them. “We don’t have the budget” is a classic. Ask questions that explore what could be possible if that obstacle didn’t exist. Well, what would you do if you did have the budget? Or, What if that expectation didn’t exist?

W – Will

The final step of GROW is will. This is about asking, What will you do? And establishing personal will, as in intention and responsibility. Without personal will, there’s no commitment to action.

Whitmore splits this into two steps. First, the accountability set-up. Your coachee should define the action they’ll take, the measurable outcomes, and the timeframe they’ll do it in. By stating it outright, they set up accountability to follow through.

Coaching in practice

Now that we’ve looked at the fundamentals of coaching and the GROW model, let’s see what coaching can look like in practice.

The most common form of coaching is called formal coaching, or 1:1 coaching. This is where a single coach works with a single coachee, and they collaborate in the coachee’s development. In this sort of setting, you’ll need to build trust and establish confidentiality.

Du möchtest die gesamte Zusammenfassung von Coaching for Performance sehen?

Kernaussagen in Coaching for Performance

Mehr Wissen in weniger Zeit

Sachbücher auf den Punkt gebracht

Kernaussagen aus Sachbüchern in ca. 15 Minuten pro Titel lesen & anhören mit den „Blinks”

Zeitsparende Empfehlungen

Titel, die dein Leben bereichern, passend zu deinen Interessen und Zielen

Podcasts in Kurzform ^Neu

Kernaussagen wichtiger Podcasts im Kurzformat mit den neuen „Shortcasts”

Worum geht es in Coaching for Performance?

Coaching for Performance (2009) is the foundational text which launched the multimillion-dollar business coaching industry. The 25th anniversary edition brings new life to the hallmark GROW model, and revisits the methods after a quarter-century of learning in performance coaching. It’s essential for leaders and coaches globally.

Wer Coaching for Performance lesen sollte

Leaders looking for inspiration
Coaches who want to understand the performance coaching method
Anyone looking to improve the performance of their team

Über den Autor

Sir John Whitmore pioneered the performance coaching industry after recognizing how valuable his coaching methods could be beyond the sports arena. After retiring from professional racecar driving, he spent years developing the “performance coaching” method, eventually starting Performance Consultants – the first leadership and business coaching consultants. He developed the GROW method of coaching and launched the coaching industry as we know it. He died in 2017, a few months after the 25th edition was completed.

Kategorien mit Coaching for Performance

Management & Leadership Kommunikation & Soft Skills Beruf & Karriere

Ähnliche Zusammenfassungen wie Coaching for Performance

The Coaching Habit

Michael Bungay Stanier

Say Less, Ask More & Change the Way You Lead Forever

13 min

4.5

Challenging Coaching

John Blakey and Ian Day

Going Beyond Traditional Coaching to Face the FACTS

22 min

4.4

The Advice Trap

Michael Bungay Stanier

Be Humble, Stay Curious & Change the Way You Lead Forever

Seven Coaching Skills That Transform Individuals, Teams & Organizations

Changing Business, Transforming Lives - The Book That Helped Define the Field of Professional Coaching

14 min

4.3

The Wisdom of the Bullfrog

Admiral William H. McRaven

Leadership Made Simple (but Not Easy)

17 min

4.6

The Ultimate Guide to Great Mentorship

Scott Jeffrey Miller

13 Roles to Making a True Impact

12 min

4.1

The Coach's Survival Guide

Kim Morgan

An essential companion to anyone setting out as a professional coach

The New Psychology of Success

15 min

4.5

The 7 Habits of Highly Effective People

Stephen R. Covey

Powerful Lessons in Personal Change

The Art & Practice of The Learning Organization

A Brief History of Humankind

Building and Scaling High Performing Technology Organizations

15 min

3.9

The Inner Game of Tennis

W. Timothy Gallwey

The Ultimate Guide to the Mental Side of Peak Performance

13 min

4.4

Emotional Intelligence Habits

Travis Bradberry

Change Your Habits, Change Your Life

18 min

4.1

Mastering Communication at Work

Ethan F. Becker and Jon Wortmann

How to Lead, Manage, and Influence

A Study of Hermetic Philosophy of Ancient Egypt and Greece

How Google, Bono, and the Gates Foundation Rock the World with OKRs

From Fathers to Sons—Life Lessons from Navy SEAL Training

18 min

4.3

The Power of Neurodiversity

Thomas Armstrong

Unleashing the Advantages of Your Differently Wired Brain

20 min

4.5

Awakening Your Ikigai

Ken Mogi

How the Japanese Wake Up to Joy and Purpose Every Day

Bringing your Boldest Self to your Biggest Challenges

Leveraging the Power of Uncertainty to Build Long-Term Resilience

Listening to Ignite the Human Mind

20 min

4.5

Excellent Advice for Living

Kevin Kelly

Wisdom I Wish I'd Known Earlier

How Being Yourself Makes You a Better Leader

17 min

4.1

Trillion Dollar Coach

Eric Schmidt

The Leadership Playbook of Silicon Valley's Bill Campbell

A Proven Path to All the Money You Will Ever Need

What We Should Know about the People We Don’t Know

Cognitive Behavioral Therapy in 7 Weeks

Smaller Habits, Bigger Results

The classic text that proves the power of positive thinking

Explore God, Reason, and the Human Spirit in This Great Work

Your Personal Guide to the Mastery of Magic Words

Travel Between Two Worlds, Witness Revolution and Redemption

Empower Your Team To Reach Their Full Potential and Build A Business That Builds Leaders

How to Manage Time, and Find Focus, Productivity and Success

Brave work. Tough conversations. Whole hearts.

21 min

4.3

The Laws of Human Nature

Robert Greene

What affects your day-to-day life

The secrets of 40 millionaires' wealth, revealed

15 min

4.4

Discipline Is Destiny

Ryan Holiday

The Power of Self-Control

The 7 Things Resilient People Do Differently (And How They Can Help You Succeed in Business and Life)

20 min

4.5

The Design Thinking Workbook

CJ Meadows

Essential Skills for Creativity and Business Growth

16 min

4.5

Economics: The User’s Guide

Ha-Joon Chang

Everything you need to know about economics.

31 min

4.3

5 Levels of Leadership

John C. Maxwell

Proven Steps to Maximize your Potential

Future-Proof Your Career and Craft a Life Worthy of You

Explore the Evolution of Inequality and a Path to a Better Future

9 min

3.1

The Surprising Science of Meetings

Steven G. Rogelberg

How You Can Lead Your Team to Peak Performance

21 min

4.3

How to Talk to Anyone

Leil Lowndes

92 Little Tricks for Big Success in Relationships

❤️ für Blinkist️️️

Ines S.

Ich bin begeistert. Ich liebe Bücher aber durch zwei kleine Kinder komme ich einfach nicht zum Lesen. Und ja, viele Bücher haben viel bla bla und die Quintessenz ist eigentlich ein Bruchteil.

Genau dafür ist Blinkist total genial! Es wird auf das Wesentliche reduziert, die Blinks sind gut verständlich, gut zusammengefasst und auch hörbar! Das ist super. 80 Euro für ein ganzes Jahr klingt viel, aber dafür unbegrenzt Zugriff auf 3000 Bücher. Und dieses Wissen und die Zeitersparnis ist unbezahlbar.

Ekaterina S.

Extrem empfehlenswert. Statt sinnlos im Facebook zu scrollen höre ich jetzt täglich zwischen 3-4 "Bücher". Bei manchen wird schnelle klar, dass der Kauf unnötig ist, da schon das wichtigste zusammen gefasst wurde..bei anderen macht es Lust doch das Buch selbständig zu lesen. Wirklich toll

Nils S.

Einer der besten, bequemsten und sinnvollsten Apps die auf ein Handy gehören. Jeden morgen 15-20 Minuten für die eigene Weiterbildung/Entwicklung oder Wissen.

Julia P.

Viele tolle Bücher, auf deren Kernaussagen reduziert- präzise und ansprechend zusammengefasst. Endlich habe ich das Gefühl, Zeit für Bücher zu finden, für die ich sonst keine Zeit habe.