Coaching(for_potential_ME)
The Art of Coaching Developing Others Potential
The Art of Coaching Developing OthersPotentialCoaching is an art that requires a deep understanding of human potential andthe ability to guide individuals towards reaching their goals. The art of coaching involves developing others' potential by providing support, guidance, and encouragement. It is about helping individuals unlock their full capabilities and achieve their highest levels of performance. In this response, I will explore the various aspects of coaching and how it can be used to develop others' potential. One of the key elements of coaching is the ability to understand and connect with the individuals being coached. This requires empathy, active listening, and the ability to see things from their perspective. By building a strong rapport withthe individuals, a coach can create a safe and supportive environment where theyfeel comfortable expressing themselves and exploring their potential. This connection is essential for the coaching process to be effective, as it allows the coach to gain insight into the individual's strengths, weaknesses, and aspirations. In addition to building a strong connection, a coach must also be able to provide constructive feedback and guidance. This involves helping individuals identifytheir areas of improvement and providing them with the tools and resources they need to grow. It also means challenging them to push beyond their comfort zonesand explore new possibilities. By doing so, a coach can help individuals developthe skills, knowledge, and mindset needed to reach their full potential. Furthermore, coaching involves setting clear goals and action plans. A coach works with individuals to identify their long-term and short-term goals and develop aplan to achieve them. This involves breaking down larger goals into smaller, actionable steps and holding individuals accountable for their progress. Bysetting clear expectations and milestones, a coach can help individuals stayfocused and motivated as they work towards their potential. Moreover, coaching is not just about the individual's professional development, but also about their personal growth. A coach should consider the individual's holistic well-being and help them develop the skills and mindset needed to thrive in all aspects of their lives. This may involve helping individuals build resilience, manage stress, andcultivate a positive mindset. By addressing both professional and personal development, a coach can help individuals unlock their full potential and lead fulfilling lives. Another important aspect of coaching is the ability to adapt to the unique needs and preferences of each individual. Every person is different, and what works for one individual may not work for another. A coach must be flexible and open-minded, willing to tailor their approach to fit the specific needs and circumstances of the individuals they are coaching. This may involve using different coaching techniques, asking insightful questions, and providing personalized support to help individuals reach their potential. In conclusion, the art of coaching involves developing others' potential by building a strong connection, providing constructive feedback, setting clear goals, and adapting to the unique needs of each individual. It is a deeply human-centered practice that requires empathy, understanding, and a genuine desire to help others succeed. By embracing the art of coaching, individuals can unlock their full potential and achieve their highest levels of performance. Coaching is not just a skill, but a mindset and a way of being that can empower individuals to reach their goals and live their best lives.。
BEC第二辑TEST 1
BEC中级真题详细解析：第二辑TEST 1PART 1 coaching1 the contact between coach and employee not solving all difficulties at work2 the discussion of how certain situations could be better handled if they occur again3 a coach encouraging an employee to apply what has been taught to routine work situations4 coaching providing new interest to individuals who are unhappy in their current positions5 coaching providing a supportive environment to discuss performance6 employees being asked to analyse themselves and practise greater self-awareness7 coaching enabling a company to respond rapidly to a lack of expertise in a certain areaCoachingACoaching involves two or more people sitting down together to talk through issues that have come up recently at work, and analysing how they were managed and how they might be dealt with more effectively on subsequent occasions. Coaching thus transfers skills and information from one person to another in an on-the-job situation so that the work experience of the coach is used to advise and guide the individual being coached. It also allows successes and failures to be evaluated in a non-threatening atmosphere.BCoaching means influencing the learner's personal development, for example his or her confidence and ambition. It can take place any time during an individual's career. Coaching is intended to assist individuals to function more effectively, and it is a powerful learning model. It begins where skills-based training ends, and helps individuals to use formally learnt knowledge in day-to-day work and management situations. Individuals being coached are in a demanding situation with their coach, which requires them to consider their own behaviour and question their reasons for doing things.CThe coach professionally assists the career development of another individual, outside the normal manager/subordinate relationship. In theory, the coaching relationship should provide answers to every problem, but in practice it falls short of this. However, it can provide a space for discussion and feedback on topics such as people management and skills, behaviour patterns, confidence-building and time management. Through coaching, an organisation can meet skills shortages, discuss targets and indicate how employees should deal with challenging situations, all at short notice.DEffective coaches are usually those who get satisfaction from the success of others and who give time to the coaching role. Giving people coaching responsibilities can support their development, either by encouraging management potential through small-scale one-to-one assignments, or by providing added job satisfaction to managers who feel they are stuck in theirpresent jobs. A coach is also a confidential adviser, accustomed to developing positive and effective approaches to complex management, organisational and change problems.PART 2 Buffet ZoneBUFFET ZONELucy Robertson started working at a takeaway food business to supplement her income during her student days at Edinburgh University, Several years later she had bought the business and now, 17 years on, she owns Grapevine Caterers, probably Scotland's leading independent caterers, with a turnover of almost ￡6m.She had never planned to own a business, and had certainly never considered a career in catering. (0)... ... . However, her unplanned career began in 1985, when she returned to Edinburgh and discovered that the takeaway she had worked in was up for sale. On impulse, she bought it, but admits that at the time she knew nothing about catering. (8).........It was a difficult time, but essential in terms of gaining the experience she needed. The late 1980s boom was good for business, with large numbers of office workers wanting takeaway food for their lunches. (9)........'At one point there were 26 food outlets within a 5-kilometre radius,' Robertson recalls. As the economy changed and the once packed office blocks started to become vacant, it became clear that Robertson would need to diversify.(10)........It changed the direction of the company for good.As Robertson began to win catering contracts, she decided that the company would have to move to larger premises. In 1994, the move was made when she bought another catering business that already had a number of profitable contracts for boardroom lunches.Meanwhile, Robertson's main competitor, the oldest catering company in Edinburgh, was causing her some anxiety. 'Customer loyalty is not to be underestimated,' she warns. But Robertson is not someone who is easily put off.(11)........Partly as a result of this, turnover doubled, and having outgrown another site, Robertson bought a city-centre location for the group's headquarters.By now, Grapevine's main competitor was a new catering company called Towngates. Although Robertson tried to raise enough money to buy Towngates, she did not succeed.Then luck intervened and Towngates went bankrupt. (12)........Many accepted and the company's turnover went from ￡700,000 to ￡l .5 million almost overnight.However, the company's growth was not as smooth as it sounds in retrospect. Robertson admits, 'We were close to the edge during the growth period. Like many under-capitalised companies trying to grow, it might easily have collapsed.' But that, she feels, is the challenge of developing your own business.A But there are plenty of similar contracts to be won in the east of Scotland before Robertson turns her attention elsewhere.B Her way round this particular problem was to recruit the catering manager of the rival company.C But this demand was short-lived, and before long, increasing competition made it harder to make a profit.D'It was a dramatic learning curve and very small amounts of money were earned at first,’says Robertson.E She decided that the solution, since many companies required working lunches for meetings with clients, was to prepare anddeliver meals to business premises.F On hearing this, Robertson immediately contacted all of their clients and offered the services of Grapevine Caterers.G Instead, she studied accountancy after leaving university, and a steady if unspectacular professional path seemed set.PART 3 How to market yourselfHOW TO MARKET YOURSELFWe manage our own careers now. So knowing how to brand and position yourself in the market as 'Me plc' at different stages of your working life is becoming an increasingly vital skill. At least that is what image expert Mary Spillane believes. 'Employment as we know it is decreasing. Jobs don't exist, work exists. In the next decade most of us will be suppliers, not staff. We will have clients not bosses. If you are under 30, you probably know that there is only one firm to join for life: Me plc. It promotes you and your potential to others.''We're working in multi-national, multicultural, multi-corporate teams and it's important to understand the implications of this. We need to create a personal brand that is unique, but complements the brand of the corporation we are working for. You have to find a way to do it so that you are not just a typical employee,' advises Spillane. 'You have to decide what central values you want to project, and also what may need to alter from situation to situation.'Many people only remember Mary Spillane for the years she spent running a cosmetics company, but she actually has masters degrees in information science and politics. She used to hide that hard-hitting side, but is now eager to show it and forget about cosmetics. 'Now that I'm working in the boardrooms of major plcs and global companies, I'm playing up my degrees and management background so that the image side is seen only as an addition to the value side,' says Spillane.Some contracts take longer than others. 'The City law firms I'm currently working for are really difficult because they don't have any idea of what their brand should be, and are still very traditional even when talking about becoming modern. I'm showing them how to do everything from changing their reception areas -which tend to be very off-putting with their high-fronted reception desks - to how to make small talk that is less formal and rigid. Companies rebrand themselves all the time, spending millions on new office interiors and so on. But without an underlying change of attitudes, it can prove an empty exercise.'She argues that for individuals too, there must be more than a surface change, as rebranding goes deeper than a mere change of wardrobe. Beyond advice on appearance, she tells clients, 'Remind yourself of what you are selling: the personal values that comprise your brand. Learn to present yourself in a way that will project what you want to deliver. Lifelong learning is essential, together with the sort of discovery and adventure that promote personal growth. Always have an up-to-the-minute CV ready to print out, refreshing it every few months with your most recent achievements, just to remind others of your brand value.'She believes it is essential that you understand both your public self and your private self, as well as your blind spots and your potential, in order to create an effective brand. The public self is the image you project to the world, the private self is what you know about yourself but others don't, arid blind spots are those things that others see about you but you can't see for yourself. By deciding what image you want other people to see, emphasising more of your private self and sorting out a few blind spots, you will increase not only your potential to influence others, but also your self-esteem and self-confidence.'13 In the first paragraph, Mary Spillane says people should learn how to market themselves becauseA it encourages companies to give them a job for life.B in the future it will be a company requirement.C in many careers it is becoming difficult to succeed.D it will help them adapt to developments in the job market.14 Spillane says that, when creating a personal brand, it is important toA change things depending on the circumstances.B decide what image people would like you to present.C make sure that colleagues feel at ease with your image.D follow the example of someone in the company you work for.15 What do we learn about Spillane in the third paragraph?A She is embarrassed about her career with a cosmetics company.B She doesn't like talking about her academic background.C She has qualifications many people are unaware of.D She worries about how other people see her.16 Which problem does Spillane refer to when talking about the companies she is presently working with?A They find it difficult to accept her ideas.B They are unaware of how to rebrand themselves.C They don't want to spend large amounts of money.D They are unwilling to modernise their work environment.17 When advising people on rebranding themselves, Spillane tells them toA attend courses to gain specialist skills.B update regularly their written proof of what they can do.C try out different ways of presenting themselves to others.D remember that what they look like is the most important point.18 Spillane says that, in order to rebrand yourself successfully, it is important toA ask for other people's opinions about your image.B feel confident about what you are trying to achieve.C learn how to make use of all aspects of your character.D model yourself on people with a certain amount of influence.PART 4 PlanningPlanningIn any planning system, from the simplest budgeting to the most complex corporate planning, there is an annual process. This is partly due to the fact that firms (19).......their accounting on a yearly (20)......., but also because similar (21)....... often occur in the market.Usually, the larger the firm, the longer the planning takes. But typically, planning for next year may start nine months or more in advance, with various stages of evaluation leading to (22)....... of the complete plan three months before the start of theyear.Planning continues, however, throughout the year, since managers (23) ....... progress against targets, while looking forward to the next year. What is happening now will (24)....... the objectives and plans for the future.In today's business climate, as markets constantly change and become more difficult to (25)....... , some analysts believe that long-term planning is pointless. In some markets they may be right, as long as companies can build the sort of flexibility into their (26).......which allows them to (27).......to any sudden changes.Most firms, however, need to plan more than one year ahead in order to (28).......their long-term goals. This may reflect the time it takes to commission and build a new production plant, or, in marketing (29)....... , it may be a question of how long it takes to research and launch a range of new products, and reach a certain (30)....... in the market. If, for example, it is going to take five years for a particular airline to become the (31)....... choice amongst business travellers on certain routes, the airline must plan for the various (32)....... involved.Every one-year plan, therefore, must be (33)....... in relation to longer-term plans,and it should contain die stages that are necessary to achieve the final goals.19 A. make up B. carry out C .bring about D. put down20 A. basis B. grounds C. foundation D. structure21 A. distributions B. guides C. designs D. patterns22 A. approval B. permission C. consent D. decision23 A. value B. inspect C. review D. survey24 A. command B. prompt C. influence D. persuade25 A. guess B. speculate C. reckon D. predict26 A. operations B. techniques C. measures D. exercises27 A. answer B. respond C .counter D. reply28 A. move B. lead C develop D. benefit29 A. expressions B. descriptions C .words D. terms30 A. reputation B .position C. situation D. influence31 A .desired B. selected C .preferred D. supposed32 A. acts B. steps C. means D. points33 A. handed over B .drawn up C .made out D .written offPART 5 Customer Services DirectorCustomer Services Director0 Our client is well known as a producer of branded products in the home00 improvement sector. The business is experiencing a period of such significant34 volume and profit growth and as a result is now looking to appoint itself a35 Customer Services Director. This position involves in reporting directly to the36 Managing Director and key responsibilities include the control and development37 of the process for ordering goods. While through the management and38 motivation of twenty staff, you will be seen the focal point of managing39 customers' expectations, from keeping them up to date at all times with the40 progress of their orders. This role is a challenging one and calls for an individual41 with those top-level interpersonal and communication skills and a good42 understanding of process management. In return for the company offers the43 right candidate with a highly competitive salary and benefits package. Assistance44 with relocation expenses, if appropriate, that is also available. If you feel you have45 the qualifications for this exciting role and are looking for a challenge, please write in confidence to。
运动社团招聘体育老师英语作文
运动社团招聘体育老师英语作文全文共3篇示例，供读者参考篇1Wanted: Sports Guru to Inspire the Next GenerationAs the captain of the school's athletics club, I can't emphasize enough how crucial it is for us to find the perfect physical education teacher. This person will shape the minds and bodies of countless students, instilling in them a lifelong love for an active lifestyle. It's a tall order, but one that holds immense importance for the well-being of our community.Let's be real – physical education isn't always viewed as the coolest subject in school. Too often, it gets brushed off as just another requirement to check off the list. But with the right teacher at the helm, it can be so much more than that. It can be the catalyst that sparks a passion for sports, fitness, and healthy living that extends far beyond the gymnasium walls.That's why we need someone exceptional – a true sports enthusiast who can make even the most reluctant students see the joy in breaking a sweat. Someone who understands that physical education isn't just about running laps or playingdodgeball (although those definitely have their place!). It's about teaching valuable life skills like teamwork, discipline, and perseverance, all while having an absolute blast.Imagine having a teacher who can seamlessly transition from leading an intense cardio session to breaking down the intricate strategies of a team sport. A teacher who not only talks the talk but walks the walk, embodying the very principles they preach. That kind of authentic passion is contagious, and it's exactly what we need to get our fellow students fired up about living their best, most active lives.But it's not just about being a top-notch athlete or coach. The ideal candidate needs to be a master communicator, able to connect with students from all walks of life. They should be able to cater to different skill levels and learning styles, ensuring that no one gets left behind or feels discouraged. After all, physical education should be an inclusive experience, where everyone feels empowered to push their limits and discover their full potential.And let's not forget about the importance of creativity.We're not looking for someone who will just run us through the same old drills day after day. We want a teacher who can keep things fresh and exciting, constantly introducing new activitiesand challenges to keep us on our toes (both literally and figuratively!). Maybe it's incorporating dance moves into our warm-ups or setting up unconventional obstacle courses –whatever it takes to keep us engaged and motivated.Of course, it goes without saying that the successful candidate should have a solid understanding of anatomy, physiology, and proper exercise techniques. Safety should be a top priority, ensuring that we're always practicing good form and avoiding injuries. But they should also be open to embracing the latest fitness trends and technologies, keeping us ahead of the curve and exposing us to cutting-edge training methods.Ultimately, we're searching for more than just a teacher –we're looking for a mentor, a role model, and a true champion of healthy living. Someone who will inspire us to be the best versions of ourselves, both physically and mentally. Because that's what physical education is all about – cultivating awell-rounded, balanced lifestyle that nurtures the mind, body, and spirit.So, if you're a passionate, dedicated, and forward-thinking individual with a deep love for sports and fitness, we want to hear from you. Join our team and help us create a culture of active, healthy, and empowered students who will carry theseinvaluable lessons with them long after they've left our school's halls.The future of our community's well-being is in your hands. Are you ready to take on the challenge and become the catalyst for positive change? We're counting on you to step up to the plate and knock this opportunity out of the park!篇2Wanted: A Passionate and Dedicated Sports CoachAs the president of the University Athletics Club, I can't stress enough how pivotal it is that we find the perfect coach to lead our dedicated team of student-athletes. We're seeking someone who can inspire us, challenge us, and help elevate our skills to unprecedented heights. This isn't just about winning games; it's about cultivating a culture of excellence, teamwork, and personal growth within our club.Let me start by giving you a glimpse into the heart of our organization. The University Athletics Club is more than just a group of athletes coming together to play sports. We're atight-knit community that values camaraderie, sportsmanship, and a shared love for competition. Our members come fromdiverse backgrounds, majors, and skill levels, but we're united by our passion for staying active and pushing our limits.Over the years, our club has built a reputation for producing well-rounded individuals who excel both on and off the field. We take immense pride in our athletes' academic achievements, their involvement in various campus organizations, and their commitment to giving back to the community through volunteer work. However, we firmly believe that there's still room for growth, and that's where you come in.As our coach, you'll be responsible for nurturing our athletes' talents, instilling in them the discipline and resilience required to overcome any obstacle. We're not looking for someone who simply barks orders and expects blind obedience. Instead, we seek a mentor who can connect with us on a personal level, understand our unique strengths and weaknesses, and tailor their coaching approach accordingly.Your role will extend far beyond conducting drills and devising game strategies. You'll be tasked with fostering an environment that encourages open communication, constructive feedback, and an unwavering commitment to personal and collective improvement. We want someone who can inspire us toreach beyond our perceived limitations and tap into our true potential.Furthermore, we expect our coach to be a role model, embodying the values that we hold dear: integrity, respect, and a relentless work ethic. Your actions, both on and off the field, will set the tone for our entire club, shaping the culture we strive to cultivate. Your ability to lead by example and maintain the highest standards of professionalism will be paramount.But let's not forget the most crucial aspect of your role: your expertise in the sport itself. We're seeking someone with a deep understanding of the game, its nuances, and the latest training methodologies. Your knowledge should extend beyond just the X's and O's; we want you to be well-versed in areas such as nutrition, injury prevention, and mental conditioning. Your ability to break down complex concepts and convey them in a way that resonates with us will be invaluable.Moreover, we expect you to stay up-to-date with the latest trends, advancements, and best practices in the world of sports science. We're not interested in stagnation; we want to be at the forefront of innovation, constantly seeking ways to gain a competitive edge while prioritizing the health and well-being of our athletes.Coaching a university athletics club is no easy feat. It requires a delicate balance of patience, passion, and a genuine desire to see us succeed, both on and off the field. It's a commitment that extends beyond the confines of practice sessions and game days; it's a dedication to shaping the lives of young individuals, helping them develop the skills and mindset necessary to thrive in any endeavor they pursue.If you're up for the challenge, if you're ready to pour your heart and soul into nurturing the next generation of athletes and leaders, then we want to hear from you. This isn't just a job; it's an opportunity to leave a lasting legacy, to be part of something greater than yourself, and to make a profound impact on the lives of countless individuals.So, what do you say? Are you ready to join our family and embark on this exciting journey with us? We're eagerly awaiting your application, and we can't wait to see how you'll help shape the future of the University Athletics Club.篇3Wanted: Inspiring Sports Teacher for School Athletic ClubDear Prospective Candidates,I'm writing to you on behalf of the student leadership team for our school's athletic club. We're seeking a passionate and skilled sports instructor to join our ranks and help take our program to new heights.At our school, we have a proud tradition of athletic excellence across a variety of sports. From the grassy fields where our soccer, football, and field hockey teams battle, to the hardwood court where the basketball players showcase their skills, to the pool where our swimmers churn through the water with powerful strokes - our Stallions have established themselves as fierce competitors year after year.However, as a group of students who live and breathe sports, we know that resting on our laurels is the path to stagnation. That's why we're looking to bring aboard a new teacher - someone who can reignite the fire in our athletes' hearts and push us all to soar even higher.The ideal candidate will have extensive experience not just playing sports, but teaching and coaching students of all ages and skill levels. We need someone with a deep well of sports knowledge who can break down techniques, strategies, and mental aspects of the game for our young athletes. At the sametime, you must be able to inspire and motivate - to awaken the will to win within each player on the team.We're looking for expertise across a range of sports, but we're particularly interested in finding someone who can help revitalize our track and field program. For too long, our runners, jumpers, and throwers have underperformed compared to our other teams. With your guidance, we hope to finally unlock their full potential on the oval.Certainly, having a lengthy list of personal athletic achievements would be impressive. If you were a star player at the collegiate level or even had a stint as a professional athlete, we're all ears. But just as importantly, we want to know that you have a true passion for teaching. That you'll go the extra mile to connect with students. That you'll put in the hard work to create detailed practice plans and tailor your coaching style to each individual's needs.We can already envision you on the sidelines, whistle dangling from your lips as you bellow instructions. Your eyes will be sharp, missing no detail as you analyze our form and technique. In the heat of competition, you'll be a calming presence who helps us block out distractions and focus. And in the locker room after a tough loss, you'll be the voice of wisdomreminding us that it's not the outcome that defines us, but the effort we give.At the end of the day, the most important trait we're Looking for is a boundless love for sports and the ability to spread that passion to the next generation. Our dream coach will help open our eyes to the innumerable life lessons that athletics can teach - lessons about perseverance, teamwork, goal-setting, and finding the courage to push through adversity.So if you have the skills, knowledge, and most importantly the burning drive to elevate our athletic program, we want to hear from you. Bring your very best to the interview process and show us why you're the right fit. Our teams are yearning for inspirational leadership to take us further than we've ever gone before.The ball is in your court now. We can't wait to see what plays you have dialed up for us.Sincerely,The Student Athletic Association Leadership Team。
篮球教练员求职信英语
Dear Hiring Manager,I am writing to express my interest in the basketball coach position at your esteemed institution. As a passionate and experienced basketball coach, I believe that I have the skills and knowledge necessary to make a positive impact on your team.I have been coaching basketball for the past 10 years, working with players of all ages and skill levels. During this time, I have developed a strong understanding of the game and have gained valuable experience in coaching, training, and motivating players to reach their full potential. My coaching style is based on discipline, hard work, and teamwork, and I am committed to providing a positive and challenging environment for my players.One of the key strengths that I bring to the table is my ability to develop and implement effective game strategies. I have a keen eye for talent and can identify the strengths and weaknesses of my players, tailoring my coaching approach to maximize their potential. I am also skilled in analyzing game film and breaking down plays to help my players improve their technique and decision-making abilities.In addition to my coaching experience, I have also worked as a scout for a professional basketball team, giving me a unique perspective on the game and allowing me to identify potential recruits for your program. I am well-versed in the latest trends and techniques in basketballtraining and coaching, and I am always looking for ways to improve my own skills and knowledge.As a coach, I believe in the importance of building a strongrelationship with my players and their families. I am a good listener and communicator, and I am always available to offer guidance and support to my players both on and off the court. I am also experienced in working with parents and coaches to ensure a positive and supportive environment for the players.I am confident that my passion, experience, and dedication make me an ideal candidate for the basketball coach position at your institution. Iam eager to contribute to the success of your team and help shape the future of young basketball players. Thank you for considering my application. I look forward to the opportunity to discuss my qualifications further with you.Sincerely,[Your Name]。
教练心得体会作文英语
教练心得体会作文英语Coaching Experience Reflection。
Coaching is not just a profession, it is a passion. As a coach, I have had the privilege of working with a diverse group of individuals and teams, each with their own unique strengths and weaknesses. Through my experiences, I have learned valuable lessons that have not only helped me become a better coach, but also a better person.One of the most important lessons I have learned as a coach is the importance of communication. Effective communication is key to building trust and rapport with your athletes. It is important to listen to their concerns, provide feedback, and offer support when needed. By establishing open lines of communication, I have been able to create a positive and supportive environment for my athletes to thrive in.Another lesson I have learned is the importance ofadaptability. As a coach, it is important to be able to adapt your coaching style to meet the needs of each individual athlete. Some athletes may respond well to amore hands-on approach, while others may prefer a morehands-off approach. By being adaptable, I have been able to tailor my coaching techniques to help each athlete reach their full potential.One of the most rewarding aspects of coaching is seeing the growth and development of your athletes. It is truly fulfilling to see them overcome challenges, push themselves to new limits, and achieve their goals. As a coach, it is important to celebrate these successes and acknowledge the hard work and dedication that your athletes put in.In addition to the lessons I have learned, coaching has also taught me the importance of patience and perseverance. Coaching is not always easy, and there will be times when you face setbacks and obstacles. It is important to remain patient and stay committed to helping your athletes succeed, even when faced with challenges.Overall, my coaching experience has been incredibly rewarding. I have had the opportunity to work with amazing athletes, build strong relationships, and witness the power of teamwork and dedication. Coaching has taught me valuable lessons that have not only helped me become a better coach, but also a better person. I look forward to continuing my coaching journey and helping more athletes reach their full potential.。
如何挖掘潜在的人才价值(英文版)
如何挖掘潜在的人才价值(英文版)How to Harness the Potential Talent ValueIntroduction:In today's competitive world, identifying and harnessing the potential talent value is crucial for any organization. Finding and nurturing talented individuals can contribute significantly to the success and growth of the company. This article will explore various strategies and techniques to effectively dig the hidden talents and tap into their potential.1. Implement a comprehensive talent identification process:To discover hidden talents, organizations need to develop a systematic talent identification process. This process should involve a combination of various assessment tools, including performance evaluations, psychometric tests, and interviews. This process enables organizations to identify individuals with unique skills and abilities that might be hidden or not fully utilized.2. Promote a nurturing and inclusive work environment: Creating an inclusive work environment is essential for unlocking the potential talent value. Encouraging diversity and providing equal opportunities for all employees can help in discovering hidden talents from different backgrounds and experiences. Building a culture that values and recognizes individual contributions fosters creativity and innovation.3. Encourage employee self-assessment and self-reflection: Often, employees are not aware of their full potential or hidden talents. Encouraging employees to engage in self-assessmentactivities can help them recognize their strengths and weaknesses. Regular self-reflection exercises, such as journaling or self-feedback, can provide insights into their unique skills and abilities that may have been overlooked.4. Provide continuous learning and development opportunities: Offering continuous learning and development opportunities is crucial for talent discovery. Providing training programs, workshops, and mentorship initiatives enables employees to explore new areas and expand their knowledge and skills. These opportunities help individuals to discover hidden talents they may possess and develop them further.5. Foster cross-functional collaborations and projects: Collaborative projects that involve employees from different departments or teams can be an effective way to uncover hidden talents. By working in diverse teams, individuals get an opportunity to showcase their skills in different areas, which might not be apparent in their regular role. Such collaborations provide a platform for individuals to demonstrate their expertise and potential.6. Establish a feedback and recognition system:Feedback and recognition are essential for uncovering and maximizing the potential talent value. Regular feedback allows employees to understand where they excel and where they need improvement. Recognition programs, such as Employee of the Month or Quarterly Awards, motivate individuals to showcase and develop their hidden talents.7. Encourage innovation and creativity:Promoting innovation and creativity can help identify individuals with unique talents that may be hidden. Encourage employees to come up with new ideas, suggest process improvements, and implement innovative solutions. Creating an environment that values and rewards creativity will attract individuals with untapped potential.8. Provide autonomy and freedom:Allowing employees autonomy and freedom to experiment and explore different areas can lead to the discovery of hidden talents. When individuals have the flexibility to choose their projects or tasks, they are more likely to explore and showcase their unique abilities. Trusting employees and giving them control over their work enables them to tap into their full potential.Conclusion:Harnessing the potential talent value is vital for organizational success. By implementing comprehensive talent identification processes, creating an inclusive work environment, and providing continuous learning opportunities, organizations can uncover the hidden talents of their workforce. Encouraging self-assessment, fostering collaborations, and promoting creativity further enhance the chances of discovering the untapped potential of individuals. With the right strategies and techniques, organizations can unlock the true value of their talents and achieve sustainable growth.继续写相关内容：9. Provide mentorship and coaching:Mentorship and coaching programs are powerful tools forunlocking hidden talents. Pairing employees with experienced mentors or coaches allows them to receive guidance and support in their professional development. Mentors can help individuals identify their strengths, explore new areas, and provide valuable insights to tap into their potential talent value.10. Encourage job rotations and internal mobility:Job rotations and internal mobility programs offer opportunities for individuals to explore different roles within the organization. This allows employees to discover their hidden talents by exposing them to new challenges and responsibilities. By giving employees the chance to try different roles, organizations can identify individuals who excel in areas that may not have been evident before.11. Foster a culture of experimentation and risk-taking:Creating a culture that encourages experimentation and risk-taking can uncover hidden talents by allowing employees to step outside their comfort zones. Successes and failures in innovative projects provide valuable insights into individuals' abilities and potential talents. By celebrating both successes and learnings from failures, organizations can foster a culture that embraces and rewards exploration of untapped talents.12. Conduct regular talent audits:Regular talent audits are essential for identifying hidden talents within the organization. These audits involve reviewing the skills, abilities, and potential of each employee to uncover untapped potential. By conducting systematic evaluations and assessments, organizations can ensure that they are utilizing their talent pooleffectively and maximizing the potential talent value.13. Foster a culture of continuous improvement:In a culture of continuous improvement, employees are encouraged to constantly seek personal and professional development. By setting high standards and regularly challenging employees to surpass their previous achievements, organizations can push individuals to uncover their hidden talents. Providing opportunities for employees to engage in continuous learning and supporting their growth through feedback and recognition reinforces the culture of continuous improvement.14. Embrace technology and data analytics:Utilizing technology and data analytics can help identify hidden talents more efficiently. By leveraging data on employee performance, skills, and capabilities, organizations can analyze patterns and identify individuals with unique talents. Data-driven talent management strategies can provide valuable insights into untapped potential, enabling organizations to align individuals with the right roles and opportunities.15. Stay connected to industry trends and changes:Keeping up with industry trends and changes is crucial for uncovering hidden talents. As industries evolve, new skillsets and competencies become valuable. By staying connected to industry developments, organizations can identify emerging skills and talents that may not have been in demand before. This proactive approach helps ensure that the organization is prepared to tap into new talent pools and harness their potential.16. Develop a talent pipeline:Building a talent pipeline is essential for sustaining a continuous flow of hidden talents within the organization. By identifying high-potential employees and providing them with development opportunities, organizations can groom future leaders and maximize their potential talent value. Investing in talent development programs and succession planning ensures a steady supply of individuals with untapped potential to drive the organization's success.17. Regularly review and update talent management strategies: Talent management strategies need to be reviewed and updated regularly to remain effective in uncovering hidden talents. Business needs and the talent landscape are continuously evolving, and organizations must adapt their approach accordingly. By regularly evaluating the effectiveness of talent management programs and adjusting them as needed, organizations can ensure they are continuously uncovering and harnessing the potential talent value.Conclusion:Unleashing the potential talent value is a continuous process that requires a proactive and comprehensive approach. By implementing strategies such as comprehensive talent identification processes, fostering an inclusive work environment, promoting self-assessment and learning opportunities, encouraging collaborations and creativity, and providing autonomy, organizations can uncover and tap into the hidden talents of their workforce.Additionally, mentorship, job rotations, and talent audits can help identify individuals with untapped potential. Embracing a culture of experimentation, continuous improvement, and staying connected to industry trends further enhance the chances of discovering hidden talents. Leveraging technology and data analytics, developing a talent pipeline, and regularly reviewing talent management strategies contribute to sustaining the identification and harnessing of the potential talent value.By implementing these strategies and techniques diligently, organizations can unlock the hidden talents within their workforce and drive sustainable growth and success. By valuing and investing in their employees' potential, organizations create an environment that fosters innovation, creativity, and high-performance, ensuring a competitive edge in today's dynamic business landscape.。
牛津译林版英语八年级下册《期末试卷》(3套版附答案)
学校姓名班级___________ 座位号……装…………订…………线…………内…………不…………要…………答…………题……第Ⅰ卷（选择题80分）一、听力（共20小题；每小题1分，满分20分)第一部分：听对话回答问题。
本部分共有10道小题，每小题你将听到一段对话，每段对话读两遍。
在听每段对话前，你将有5秒钟的时间阅读题目；听完后，你将有5秒钟的时间选择你认为最合适的备选答案。
1. Where would Andy like to visit for his holiday?A. B. C.2. What did Ben do last weekend?A. B. C.3. How will the boy cut the paper?A. B. C.4. What is the sign on the wall?A. B. C.5. What subject is Millie worried about?A. Math.B. English.C. PE.6. Which floor is the computer room on?A. The first floor.B. The second floor.C. The third floor.7. What will Amy and her friend plan to do?A. They will help homeless people.B. They will meet some important people.C. They will try to save money for the disabled.8. What’s wrong with the girl?A. She’s got a toothache.B. She’s got a headache.C. She’s got a stomachache.9. What kind of book does Daniel like to read?A. Science booksB. Novels.C. Culture books.10. Why does the man need to go to the office next week?A. To take pictures for a magazine.B. To meet with his new boss.C. Togo for an interview.第二部分：听对话和独白回答问题。
英语作文我想当教练员
英语作文我想当教练员Title: My Aspiration to Become a CoachSince I was young, I have always been fascinated by the transformative power of coaching. Watching skilled coaches guide and inspire their athletes to achieve greatness has ignited a passion within me to do the same. The satisfaction of seeing individuals grow, develop, and reach their full potential under my guidance is what drives me to aspire to become a coach.Coaching is not just about teaching techniques or strategies; it's about understanding each athlete's unique strengths, weaknesses, and motivations. It's about creating a supportive environment where athletes can thrive and pushing them to over their limits. I believe that every individual has the potential for greatness, and as a coach, I want to be the one who helps unlock that potential.Moreover, I find the role of a coach to be incredibly rewarding. There is immense joy in witnessing the progress and success of my athletes, whether it's a personal best, a team victory, or simply overcoming a mental or physical challenge. Being able to positively impact someone's life and contribute to their growth is a privilege that I am eager to embrace.To pursue this dream, I am actively engaging in various coaching programs and workshops to gain knowledge and experience. I am alsovolunteering as an assistant coach in local sports clubs to learn from experienced coaches and understand the dynamics of coaching at different levels. Additionally, I am studying sports science and psychology to enhance my understanding of athlete development and mental preparedness.I understand that being a coach requires patience, empathy, and a continuous commitment to learning and improvement. It's not always about winning; it's about fostering a love for the sport, building resilience, and nurturing a growth mindset among my athletes. I am prepared to dedicate myself to this path, knowing that the rewards of coaching extend far beyond medals and trophies.In conclusion, becoming a coach is a dream that stems from my deep passion for sports and my belief in the transformative power of coaching. It represents my desire to empower individuals, foster their growth, and contribute to the development of future athletes. I am committed to this journey, and I look forward to the day when I can proudly say, "I am a coach, and I help others achieve their dreams."。
外企高绩效教练相关教材(英文版)
外企高绩效教练相关教材(英文版)Title: High-Performance Coaching in Multinational Corporations Introduction:In today's highly competitive global business environment, multinational corporations (MNCs) face numerous challenges in maintaining high levels of performance and productivity among their employees. One effective way to overcome these challenges is through the implementation of high-performance coaching programs. This guide aims to provide MNCs with comprehensive and practical strategies for successfully implementing a high-performance coaching program.Chapter 1: Understanding High-Performance Coaching1.1 What is high-performance coaching?1.2 Key objectives and benefits of high-performance coaching1.3 Role of high-performance coaches in MNCs1.4 Differentiating high-performance coaching from traditional coaching approachesChapter 2: Building a High-Performance Coaching Culture2.1 Developing a clear coaching vision and mission statement2.2 Creating a coaching culture that aligns with organizational values2.3 Strategies for promoting coaching engagement across all levels 2.4 Overcoming resistance to change and promoting acceptance of coachingChapter 3: Identifying High-Potential Employees for Coaching 3.1 Identifying high-potential employees through performanceevaluations3.2 Using competency frameworks to assess coaching potential 3.3 Considering feedback from supervisors and peers3.4 Ethical considerations in selecting employees for coaching programsChapter 4: Defining Coaching Objectives and Expectations4.1 Setting clear and measurable coaching objectives4.2 Aligning coaching objectives with business goals4.3 Defining coaching outcomes and expectations for participants 4.4 Creating an individual development plan for each participant Chapter 5: Implementing High-Performance Coaching Programs5.1 Designing a structured coaching program framework5.2 Identifying appropriate coaching techniques and tools5.3 Delivering effective one-on-one coaching sessions5.4 Monitoring and evaluating coaching progress and effectiveness Chapter 6: Developing Coaching Skills in Managers and Leaders6.1 Providing training and development for coaching skills6.2 Fostering a coaching mindset among managers and leaders 6.3 Coaching as a leadership competency in MNCs6.4 Overcoming challenges in developing coaching skills in leadersChapter 7: Coaching for Performance Improvement7.1 Diagnosing performance gaps and determining coaching needs 7.2 Providing constructive feedback for performance improvement 7.3 Developing action plans and strategies for performance enhancement7.4 Sustaining performance improvements through ongoing coachingChapter 8: Setting Up a Coaching Evaluation System8.1 Developing coaching evaluation criteria and metrics8.2 Collecting and analyzing coaching feedback and data8.3 Monitoring the impact of coaching on individual and team performance8.4 Making adjustments and improvements based on coaching evaluation resultsConclusion:This comprehensive guide provides multinational corporations with a roadmap for implementing high-performance coaching programs to enhance employee performance, productivity, and overall organizational success. By adopting a coaching culture and equipping leaders with coaching skills, MNCs can effectively drive performance improvement and achieve a competitive advantage in the global business arena.Chapter 1: Understanding High-Performance Coaching1.1 What is high-performance coaching?High-performance coaching is a strategic approach to develop and maximize the potential of employees in order to achieve high levels of performance and productivity. It focuses on identifying and addressing individual strengths and development areas to enhance performance, drive growth, and meet organizational goals. High-performance coaches provide guidance, support, and feedback to individuals and teams, helping them reach their full potential.1.2 Key objectives and benefits of high-performance coachingThe main objectives of high-performance coaching in multinational corporations include:- Maximizing individual and team performance: Coaching helps individuals and teams unlock their full potential and achieve peak performance.- Developing leadership capabilities: Coaching builds leadership skills and competencies, enabling managers and leaders to effectively lead and motivate their teams.- Enhancing employee engagement and satisfaction: Coaching fosters a positive and supportive work environment, increasing employee engagement, satisfaction, and retention.- Promoting continuous learning and growth: Coaching facilitates ongoing learning and development, ensuring that employees are constantly improving and adapting to changing business needs.- Driving organizational success: By investing in coaching, MNCs can enhance overall organizational performance, drive innovation, and gain a competitive edge.1.3 Role of high-performance coaches in MNCsHigh-performance coaches play a crucial role in supporting the coaching process within multinational corporations. They are responsible for:- Building strong relationships: Coaches develop trust and rapport with employees, creating a safe space for open and honest communication.- Setting goals and expectations: Coaches help employees set clear and measurable goals, aligning them with organizational objectives. - Providing guidance and feedback: Coaches offer guidance,support, and constructive feedback to help individuals and teams overcome challenges and improve performance.- Facilitating skill development: Coaches identify skill gaps and provide customized development opportunities to enhance capabilities.- Monitoring progress and accountability: Coaches track progress, assess outcomes, and hold individuals accountable for their actions and commitments.1.4 Differentiating high-performance coaching from traditional coaching approachesHigh-performance coaching differs from traditional coaching approaches in several key ways:- Results-focused: High-performance coaching is outcome-oriented, with a strong emphasis on achieving specific performance goals. Traditional coaching may focus more on personal development or general well-being.- Proactive and strategic: High-performance coaching is proactive, anticipating future challenges and developing strategies to overcome them. Traditional coaching is more responsive, addressing current issues and concerns.- Tailored and individualized: High-performance coaching is highly personalized, addressing each individual's unique needs and goals. Traditional coaching may take a more general approach.- Integrated with business objectives: High-performance coaching is closely aligned with organizational goals, ensuring that coaching outcomes contribute to overall business success. Traditional coaching may have a broader focus on personal growth.Chapter 2: Building a High-Performance Coaching Culture2.1 Developing a clear coaching vision and mission statementTo build a high-performance coaching culture, multinational corporations need to establish a clear coaching vision and mission statement. This provides a guiding framework for the organization and creates a shared understanding of the purpose and goals of coaching. The coaching vision should reflect the organization's commitment to developing and supporting its employees to achieve high performance, while the mission statement outlines the specific actions and strategies to be employed in realizing this vision.2.2 Creating a coaching culture that aligns with organizational valuesA coaching culture is built on organizational values that uphold the importance of continuous growth, learning, and development. To create a coaching culture, MNCs need to align coaching practices with these values and integrate them into various aspects of the organization, such as performance reviews, talent management processes, and leadership development programs. This helps employees see coaching as an integral part of the organizational culture rather than a separate initiative.2.3 Strategies for promoting coaching engagement across all levels To promote coaching engagement across all levels of the organization, MNCs should:- Communicate the benefits of coaching: Clearly articulate the value and impact of coaching on individual and organizational performance.- Provide coaching opportunities for all employees: Offer coachingto employees at all levels, including entry-level, mid-level, and senior-level staff.- Offer regular training and development: Provide coaching skills training to managers and leaders to ensure they have the necessary competencies to effectively coach their teams.- Create a supportive environment: Foster an inclusive and supportive work environment where employees feel comfortable seeking and receiving coaching.2.4 Overcoming resistance to change and promoting acceptance of coachingResistance to change is a common challenge when implementing a high-performance coaching culture. To overcome resistance and promote acceptance, MNCs can:- Communicate the purpose and benefits of coaching: Clearly explain how coaching aligns with the organization's goals and how it can help individuals and teams improve performance.- Address concerns and misconceptions: Be proactive in addressing any concerns or misconceptions individuals may have about coaching, emphasizing its developmental nature.- Provide support and resources: Offer resources, such as coaching tools, training materials, and ongoing support, to help employees and leaders feel confident in their coaching abilities.- Lead by example: Demonstrate leadership commitment to coaching by advocating for its importance and actively participating in coaching programs.In the next section, we will explore how to identify high-potential employees for coaching and define coaching objectives and expectations.。
Coaching
CoachingGet StartedWhat would you do?Priya entered Carl's office in complete exasperation. She had been near to closing a few deals, and then at the last minute the deals fell through. She wondered what she was doing wrong. Carl suggested that she talk less during her sales calls, listen to the customers more, and avoid overwhelming them with too much product information. He assured her things would get better. A few weeks later, Priya was back in his office. She explained that she had done exactly what he suggested but she was still getting the same lousy results. Carl suspected he needed to take a different approach. But what else could he do to help Priya improve her performance?What would you do?Carl might want to listen in on a few of Priya's sales calls to better understand how she is interacting with her clients. Next, he might ask her some open-ended questions that encourage her to think critically about the situation and encourage her to propose her own solutions to the problem. Between the first-hand information he observes and the probing questions he asks, Carl will probably uncover where she might have taken a wrong turn. This will enable him to support Priya in finding a more productive path by offering her more informed, relevant, and timely advice.In this topic, you will learn how to assess your coachees' ongoing performance, adapt your coaching style to their personalities, and help your coachees set goals and create action plans that will allow them to achieve their potential.Oftentimes, managers make the mistake of trying to solve a problem in single coaching session. Coaching is an ongoing process that takes preparation, observation, communication, and follow up.|Next »Get StartedTopic ObjectivesThis topic helps you:∙Recognize that coaching is an ongoing, two-way process that takes place as the need or opportunity arises∙Implement a four-step process to prepare for and lead effective coaching sessions∙Conduct coaching sessions using a variety of coaching techniques ∙Provide ongoing support and follow-through for the person being coached∙Strengthen your coaching skills« Previous |Next »Get StartedAbout the MentorsInteraction Associates, Inc.Interaction Associates, Inc. is a performance-improvement company offering a powerful suite of collaboration consulting and learning services. The company equips clients with practical new strategies, skills, and mindsets so they can leverage the power of collaborative action to solve problems and create opportunities. Since 1969, Interaction Associates has helped global leaders, the Fortune 100, and government agencies to overcome their most difficult challenges.Linda A. HillFrom her more than 20 years of extensive field work, Professor Linda A. Hill has helped managers create the conditions for effective management in today's flatter and increasingly diverse organizations. She is aprofessor and chair of the Leadership Initiative at Harvard Business School. She is also the author of the best-selling Becoming a Manager (Harvard Business School Press), now out in paperback. Linda served as the content expert for Coaching for Results and Managing Direct Reports, two award-winning interactive programs from Harvard Business School Publishing. She has also served as a mentor for many Harvard ManageMentor topics.« Previous |Next: Learn »Learn« Previous: Get Started|Next »Coaching OverviewWhat is coaching?Like any manager, you have a huge interest in developing your employees' capabilities. In most cases, this is accomplished through coaching. Coaching is an ongoing, two-way process in which a manager and direct report share knowledge and experience to maximize the direct report's potential and help him or her achieve agreed-upon goals. Coaching relies on collaboration and requires a positive, supportive emotional bond between coach and coachee.Many people use the words coaching and mentoring interchangeably, but the two functions differ. Coaching focuses on immediate performance problems and learning opportunities, while mentoring emphasizes long-term personal career development. Moreover, while a coach is often the supervisor of the person being coached, a mentor is seldom the boss ofthe person being mentored. Finally, a coach directs the learning and instruction during the coaching process, while the mentored person takes charge of his or her own learning during the mentoring process.« Previous |Next »Why coach?You cannot teach a man anything. You can only help him discover it within himself.—Galileo GalileiCoaching generates numerous benefits for you and your company.It's useful for:∙Overcoming costly and time-consuming performance problems∙Strengthening employees' skills so you can delegate more tasks to them and devote time to more important responsibilities—such as planning∙Boosting productivity by helping your employees work smarter ∙Creating promotable direct reports who can step into your shoes as you advance up the career ladder∙Improving retention, because employees are more loyal and motivated when their boss takes time to help them improve their skills ∙Fostering a positive work culture in the form of greater job satisfaction and higher motivation∙Making more effective use of company resources, because coaching costs less than formal training« Previous |Next »ActivityHow's your coaching?Coaching OverviewWhy coach?Activity: How's your coaching?Evaluate your current effectiveness as a coach by answering Yes or No to the following questions. As you go along, manually keep track of how many correct answers you make.Do you observe your direct reports' behavior?YesCorrect choice. You prepare to coach by observing, to identify whether and how the employee's behavior negatively affects others or interferes with the employee's ability to succeed.NoNot the best choice. You prepare to coach by observing, to identify whether and how the employee's behavior negatively affects others or interferes with the employee's ability to succeed.Do you form and test hypotheses about your direct reports' behavior before acting on them?YesCorrect choice. From your observations, form a hypothesis about the performance problem, such as skill gaps or lack of knowledge, and its effect. Then test your hypothesis, perhaps by confidentially asking another manager to observe a situation, or by asking open-ended questions.NoNot the best choice. From your observations, form a hypothesis about the performance problem, such as skill gaps or lack of knowledge, and itseffect. Then test your hypothesis, perhaps by confidentially asking another manager to observe a situation, or by asking open-ended questions.Do you use your own performance as a yardstick to measure others?YesNot the best choice. Your own performance is not an appropriate measure. Instead, evaluate the unique strengths that individuals bring to a job.NoCorrect choice. Your own performance is not an appropriate measure. Instead, evaluate the unique strengths that individuals bring to a job.Do you prepare employees for coaching sessions in advance?YesCorrect choice. Coaching is a partnership, so it's important to invite an employee to participate in the coaching process and to help them understand how the process will unfold.NoNot the best choice. Coaching is a partnership, so it's important to invite an employee to participate in the coaching process and to help them understand how the process will unfold.Do you use open-ended questions to promote sharing of ideas and information?YesCorrect choice. Open-ended questions (those that don't require merely a "yes" or "no" answer) encourage participation and generate ideas for addressing a performance problem or skills gap.NoNot the best choice. Open-ended questions (those that don't require merely a "yes" or "no" answer) encourage participation and generate ideas for addressing a performance problem or skills gap.Do you blend inquiry (asking questions) with advocacy (offering opinions and ideas) during discussions with individuals you're coaching?YesCorrect choice. While coaching, you rely extensively on inquiry—asking questions. But an over-reliance on inquiry can make coachees feel like they're being interrogated.NoNot the best choice. While coaching, you rely extensively on inquiry—asking questions. But an over-reliance on inquiry can make coachees feel like they're being interrogated.Do you decide what approach is needed to solve the employee's problem?YesNot the best choice. Rather than mandate the solution, it's best to determine collaboratively where help is needed and what type of help would best address the performance problems or skill gaps.NoCorrect choice. Rather than mandate the solution, it's best to determine collaboratively where help is needed and what type of help would best address the performance problems or skill gaps.Do you work with your direct reports to reach agreement on desired goals and outcomes?YesCorrect choice. Successful coaching requires agreement on goals.NoNot the best choice. Successful coaching requires agreement on goals.Do you give feedback that focuses on behavior and its consequences (rather than on vague judgments)?YesCorrect choice. During the coaching process, provide feedback regularly. The best feedback is specific. For example, you might say, "I liked theway you used visuals to illustrate the problem, and then invited people to comment on the timetable," rather than, "Great presentation."NoNot the best choice. During the coaching process, provide feedback regularly. The best feedback is specific. For example, you might say, "I liked the way you used visuals to illustrate the problem, and then invited people to comment on the timetable," rather than, "Great presentation."Do you follow up on coaching discussions to make sure progress is proceeding as planned?YesCorrect choice. It's important to periodically check progress and understanding with your direct report as the coaching process unfolds.NoNot the best choice. It's important to periodically check progress and understanding with your direct report as the coaching process unfolds.How many of the previous assessment questions did you answer correctly?0-3Learning the fundamentals of coaching and practicing how to apply them will help you improve your performance as a manager. Review the suggestions for improvement beside each answer.4-7Your coaching skills can be improved by learning to follow a coaching process. Review the suggestions for improvement beside each answer.8-10You likely have most of the skills required to be an effective coach, and may just need to brush up on the coaching process. Review the suggestions for improvement beside each answer.What are the skills and qualities necessary for effective coaching?Exit activityWhen should you coach?Coaching is an ongoing process, taking place as the need or opportunity arises. Often, coaching occurs informally as you discuss goals, challenges, and on-the-job performance with employees while providing helpful feedback during day-to-day encounters.At other times, the coaching process can be more focused and formal; you set up structured meetings with a coachee to establish goals and review progress.Coaching also has a direct link to performance appraisal. Often, a manager offers to provide coaching for a direct report after a performance appraisal reveals a correctable problem or the need to develop particular skills essential for advancement.« Previous |Next »See AlsoTips for when to coachWhom should you coach?Every situation in a manager's life presents opportunities for coaching.Consider these examples:∙Herb is a talented market researcher but spends more of his time at his computer than in meetings with market planners and newproduct developers. His valuable findings aren't making their way into company plans, and his career is stalled.∙Claudia is a fast learner, works well with others, and understands the company's goals. You'd like to promote her, but her reluctance to confront difficult, argumentative people is holding her back.∙Tim is a smart and hardworking employee, and you'd like to delegate more challenging tasks to him so you can devote more time to planning.But Tim needs to acquire a few more skills to perform the tasks you'd like to delegate to him.∙Shirley, whom you recently promoted to supervisor, isn't delegating enough tasks to her subordinates; she's trying to do everythingherself. Moreover, when she leads meetings with her team, themeetings end inconclusively and run overtime.All of these situations are examples of employees who either have a performance problem or skills gap—both of which are ideal targets for coaching.As an experienced manager, you have plenty of knowledge to share with each of these employees. But since you have limited time, it's best to invest it in coaching opportunities that will deliver the highest return. As illustrated in the examples above, these arise when:∙ A new subordinate needs direction∙ A direct report is almost ready for new responsibilities and needs just a bit more help∙ A problem performer can be brought up to an acceptable level of work if he or she receives some guidanceBut remember, because coaching is based on mutual agreement, it's not always the best way to handle certain performance problems. You need to intervene more directly when a staff member has clearly violated company policy or organizational values or performance remains flat despite multiple coaching sessions.« Previous |Next »Personal InsightsBe a good mentorCoaching OverviewWhom should you coach?Be a good mentorPersonal InsightI was once very privileged to have working with me a very, very bright guy who had been in strategic planning. He then came to me when I was the Chief Executive of the bank on a two-year attachment. He was very talented, but also very diffident. He would come in to my office and say: "what would you like me to do?" I'd say: "Well, this is the issue, what do you think?" And he would not have any idea at all. He'd say: "Well, I'll do whatever you want." I would say: "No, no, why don't you go away and think about it and think what should we do about this issue?" Gradually, he became more and more confident, more able to suggest ways of tackling things, and he grew in stature. You could almost physically see that he'd gota significantly more confident bearing. And that's terribly important. You must then make sure that they don't become so confident that they become arrogant, because they're working in a slightly controlled environment when you're acting as a mentor to them.So the great thing to do is to give these people roots to grow and wings to fly, and ensure that they maintain the fine balance between humility and arrogance.Nurturing talent by growing people's confidence is both rewarding and beneficial to an organization. However, a leader must ensure people don't get over-confident following this investment in their development.Peter EllwoodGroup Chairman, ICIPeter Ellwood began his career at Barclays in 1961 and rose to become Chief Executive of Barclaycard from 1985 until 1989. During this time he was also a Director of the Board of Visa European Union. He was Chairman of the Board of Visa International from 1994–1999.He joined TSB Bank as Chief Executive of Retail Banking in 1989 and became Group Chief Executive in 1992. Following the merger with Lloyds Bank in 1995, Peter Ellwood became Deputy Group CEO of Lloyds TSB.He became Deputy Chairman of Imperial Chemical Industries (ICI), one of the world's largest producers of specialty products and paints, in June 2003 and now holds the position of Chairman.He was made a Commander of the British Empire for services to banking in 2001. He is also Chairman of The Work Foundation, and Chairman of the Race Equality and Diversity Task Force of the Institute for Public Policy Research.« Previous |Next »The Coaching ProcessFour stepsEffective coaches recognize that coaching is a process that has four discrete phases.Key IdeaThe coaching process has four steps:1.Preparation: You observe a potential coachee, test your hypothesesabout his or her skills or performance, listen for signals that your help is needed, estimate the probability of improvement, and ask the employee to prepare for coaching.2.Initial discussion of skills and performance: Share yourobservations with the potential coachee, ask questions and listen actively to his or her responses, and explore potential causes of the performance problem or the need for new skills. Next, agree on goals and create an action plan that will best address performance problems or close skill gaps.3.Ongoing dialogue: Check your coachee's progress on the action plan,refine your approach, blend inquiry with advocacy, and givefeedback.4.Follow up: You regularly discuss what's working well and what isn't,and make any needed adjustments in the goals or the coachingprocess.« Previous |Next »PreparationObserve behaviorObservation is the key to accurately assessing your employee's strengths and weaknesses. Learn the best methods to observe without forming premature judgments.Key IdeaObserve your employee's behavior both informally (for example, during a meeting) and formally (such as on joint sales calls). Learn what the person is doing well and not doing well, or what skills he or she has or needs.In the case of performance problems, assess the impact of the person's behavior on others and on the employee's ability to achieve stated goals.For example, during several team meetings, you notice that Priya repeatedly interrupts others. You wonder whether her behavior prevents others from expressing their views.As you continue observing, avoid forming premature judgments about the employee's character. For example, instead of deciding that "Priya doesn't respect others," stick to the facts: "Priya interrupted three participants in the first meeting and five participants during the second meeting."Discuss your observations with trusted colleagues, in confidence. If possible, ask them to observe the person in question.For instance, invite a colleague to attend a meeting and observe Priya.« Previous |Next »See AlsoObservation worksheetTest hypothesesThe greatest compliment that was ever paid me was when one asked me what I thought, and attended to my answer.—Henry David ThoreauBased on your observations, form hypotheses (theories) about what's going on. For instance, "Priya needs to learn when to speak up and when to listen to what others have to say."But, as you form theories, ask yourself if you've done anything to cause or enable the problem behaviors you're observing. For example, consider these tendencies:∙Unrealistic expectations. Are you using your own performance as a yardstick to measure others? Assuming that others' strengths are the same as yours is unrealistic and unfair.∙Inferring feelings. Are you failing to identify with someone who's having a problem? Your anger or frustration may communicate itself to the employee and affect performance.∙Failing to listen. Have you missed signals that the person needs help? If you haven't listened carefully in the past, you may have passed up chances to help earlier.∙Failing to praise. Have you failed to compliment the employee on something he or she has done well? If so, the employee may lack the confidence or motivation to perform well.∙Failing to model desirable behaviors.Have you practiced the skills and behaviors that you expect of your employee? If not, the personmay not realize how important certain behaviors (such as listening) are.Ask the colleague afterward to describe what he or she saw. These additional observations can help confirm or refute your conclusions.« Previous |Next »ActivityHow not to coachSee AlsoTips for forming hypothesesPreparationTest hypothesesActivity: How not to coachThough Mindy has trouble closing sales, she is excellent at meeting prospective new customers. Her contact list is full of executive-level prospects with whom she has a positive working relationship. When Beverly meets with Mindy to coach her on her job performance, she tries to be as helpful as possible. She focuses on Mindy's challenges in closing sales, and says, "I realize this is hard for you. What are your thoughts about the situation?" Mindy looks upset.Which negative coaching tendency did Beverly exhibit?Beverly did not show empathy.Not the best choice.Beverly did show empathy, by saying, "I realize this is hard for you."Beverly failed to listen.Not the best choice.Beverly did demonstrate a willingness to listen, when she asked Mindy, "What are your thoughts about the situation?"Beverly failed to praise.Correct choice. Beverly failed to recognize Mindy's strengths and successes and to praise her for them. Remembering to praise is an important part of coaching.Rafael works at a well-known bank. Before he was promoted to manager, he was a top credit analyst. The bank rarely lost money on clients for which Rafael approved loans. Now, as a manager, Rafael must coach Olivia, a former peer, who is demonstrating what Rafael considers to be questionable performance as a credit analyst. During a coaching session, Rafael expresses his appreciation for the areas where Olivia has progressed in her job. Then, to reassure her, he says, "The kind of performance I'm after is possible. When I was in your position, I could always spot the high-risk loan applicants." Olivia becomes quiet for the rest of the session.Which negative coaching tendency did Rafael exhibit?Rafael had unrealistic expectations.Correct choice. Rafael expected Olivia to have the same strengths as he does (credit analysis). He therefore missed the reasons behind her difficulty with the job, which may include a need for training.Rafael failed to model desirable behaviors.Not the best choice.Rafael modeled high performance in this job area when he was a credit analyst in the same group as Olivia.Rafael failed to praise.Not the best choice. Rafael did offer praise when he expressed appreciation for the areas where Olivia has progressed in her job.Elise has been coaching her employee, Tran, to prepare him for a promotion. During a recent coaching session, Tran expresses qualms about taking on the new job. Elise says, "I understand that you're nervous. But I don't want you to think you have to deliver perfect performance the first day on the new job. There's no need to be worried about the new role."Which negative coaching tendency did Elise exhibit?Elise had unrealistic expectations.Not the best choice.When Elise said, "I don't want you to think you have to deliver perfect performance the first day on the new job," she let Tran know that she has realistic expectations.Elise failed to show empathy.Not the best choice. Elise showed empathy when she said, "I understand that you're nervous."Elise failed to listen.Correct choice. By saying "There's no need to be worried about the new role," Elise made it clear that she hadn't really listened to Tran's worries. When an employee expresses this sort of concern, the manager needs to provide coaching centered on building confidence or strengthening a particular skill.Unproductive tendencies can make it difficult to coach effectively. Can you identify negative coaching behaviors?Exit activityListen for signalsGather additional information by listening for signals indicating the kind of coaching that may be needed. The table below provides examples.Common Signals to Act OnIf your employee says . . . He or she may need help . . . "I can't finish the project on time."Managing time"Maybe Ed should do this job." Building confidence or strengtheninga particular skill"About that new job . . . I'm not really interested." Preparing to take on greater responsibilities « Previous |Next »Evaluate potential successThere is no use whatever trying to help people who do not helpthemselves. You cannot push anyone up a ladder unless he be willing to climb himself.—Andrew CarnegieBased on your observations and hypotheses, consider:∙"Is the person willing and able to be helped?" Coaching works only when the coachee willingly agrees to participate.∙ "Is the performance problem solvable?" Some problems are so deeply ingrained that no amount of coaching can help. How do you identify such problems? Unproductive behavior —whether it's bossiness, competitiveness, or lack of self-confidence —that manifests itself frequently and in a wide variety of situations most likely can't be improved through coaching. « Previous |Next »Prepare the employeeTo prepare your direct report for coaching, have the person appraise his or her work performance. Ask:∙"To what extent have you achieved your goals?"∙"Which goals, if any, have you exceeded?"∙"Are there particular goals that you're currently struggling to achieve?"∙"What is preventing you from reaching your goals? Is it lack of training, resources, or direction from me?"If the purpose of the coaching is to prepare someone for a new job or a higher level of responsibility, ask the person to compare his or her current competencies against those required by the new position or responsibility, and to identify any gaps.Implementing these forms of self-appraisal has the following benefits: ∙The employee plays an active role in the coaching experience.∙ A tone of partnership is established.∙The employee becomes more open to feedback from you.∙You gain a new perspective on the person's work and reduce the risk of misjudging the situation.« Previous |Next »See AlsoCoach’s plann ing formInitial DiscussionLink observed behaviors to impact on othersTo affect a positive change in performance, cite the impact of your coachee's behaviors on group goals and coworkers. Listen as Priya receives feedback about her tendency to interrupt others.Key IdeaWhen you meet with your employee to share what you've observed, discuss your observations of the employee's actual behaviors, instead of suppositions about his or her personal character or motives. Try to begin the coaching session with a positive observation and then focus on any constructive feedback you have to deliver.For example: "Priya, I want to compliment you on your participation in last Tuesday's meeting. You clearly did your homework, as always. There's one area where your participation could be even more effective.。
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讨论不同方案 选取改进方案 /行动计划
达成行动共识
3
2006 May
Coaching Makes the Difference - Retailer
突破平凡 由我做起
• 招聘油站员工
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• 油站经理 OPC 培训 • 油站员工入职培训 • 辅导项目 • 基本服务步骤 • 高级销售技巧
• 油站员工职责 描述 • 油站员工工酬 薪金 • 工作环境
Coaching_Retailer_Workshop_CODO_PMTDR_2006_05
• 全球奖励与认可 项目
• 导航器 • TMSR • RFC • MMP
2006 May
Coaching Makes the Difference - Retailer
• 考虑接受反馈的同事的需求
SMART 目标
S M A
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Simple 简单
容易明白，方便评估
Measurable 可衡量
容易取得数据去考评结果
Actionable 可付诸行动
油站经理和员工可通过行动达成目标
Coaching_Retailer_Workshop_CODO_PMTDR_2006_05
树立榜样
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观察表现
个人目标
提供实践机会 观察经过辅导后的 行为表现 提供反馈
收集资料
2006 May
Coaching Makes the Difference - Retailer
全球辅导模式
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辅导是什么?
辅导是为了
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指导, 引导 和培训 一个人或者一个团队,
为了 达成某个目标 或 发展某项技能
© 2008 Shell International Petroleum Company Limited Coaching TM
的一个过程
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Coaching Makes the Difference - Retailer
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பைடு நூலகம்
“ …激发, 教导, 并促 进下属的学习、发展 和工作表现.”
Coaching Makes the Difference - Retailer
2006 May Coaching_Retailer_Workshop_CODO_PMTDR_2006_05
2006 May Coaching_Retailer_Workshop_CODO_PMTDR_2006_05
© 2006 Copyright SIPC
全球辅导模式
Coaching Makes the Difference - Retailer
准备
建立联系
收集资料
观察表现
1
准备
2006 May Coaching_Retailer_Workshop_CODO_PMTDR_2006_05
2006 May
Coaching Makes the Difference - Retailer
全球辅导模式
支持和鼓励
© 2006 Copyright SIPC
树立榜样
Coaching_Retailer_Workshop_CODO_PMTDR_2006_05
提供实践机会 观察经过辅导后的 行为表现
支持和鼓励
4
提供反馈
2006 May
Coaching Makes the Difference - Retailer
有效的反馈
• 描述行为
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• 具体
• 考虑语言的影响（积极的） • 关注能够改变的和可控的行为
Coaching_Retailer_Workshop_CODO_PMTDR_2006_05
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全球辅导模式
Coaching Makes the Difference - Retailer
准备
收集资料 观察表现
建立联系
1
准备
1
准备
做一个更好的倾听者
© 2006 Copyright SIPC
Coaching_Retailer_Workshop_CODO_PMTDR_2006_05
燃油销售增长10%.
Coaching_Retailer_Workshop_CODO_PMTDR_2006_05
连续3个季度TMSR得分 在95 % 3个月内将每月顾客投诉 降低70% 每个月与油站员工举行导 航器会议
2006 May
Coaching Makes the Difference - Retailer
• • •
发展员工
• 微笑的顾客 • 每一天，在每一 个油站，对待 每一位顾客
“我该怎样做?”
评估表现
2006 May
“这样做我能收获 什么?”
认可与奖励员 工
Coaching Makes the Difference - Retailer
活动 1 数字游戏
© 2006 Copyright SIPC
举例:
有多少油站员工能对80%的顾客微笑
如果要求当班员工本班内要清洁6次厕所，有几个员工能做到3次 清洁
2006 May
Coaching Makes the Difference - Retailer
2
达成目标 共识
行为差距和原因
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Coaching_Retailer_Workshop_CODO_PMTDR_2006_05
全球辅导模式
© 2006 Copyright SIPC
Coaching_Retailer_Workshop_CODO_PMTDR_2006_05
“…激发, 教导, 并促进 下属的学习、发展和工 作表现.”
支持与鼓励
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Coaching Makes the Difference - Retailer
R
T
Relevant 有关的
在员工的职责内，其努力可以影响到成绩
Time Bound 有时间限制
必须确定开始和结束时间
2006 May
Coaching Makes the Difference - Retailer
这个符合 SMART原则吗?
目标 Smart? 是/否 为什么?
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全球辅导模式
Coaching Makes the Difference - Retailer
1
准备
支持与鼓励
4
达成行动共识
2
达成目标共识
3
全球辅导模式
准备
© 2006 Copyright SIPC
达成目标共识
达成行动共识
支持与鼓励
建立联系
油站的标准
讨论不同方案 确定改进方案 /行动计划
• 为什么要辅导？
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• 辅导模式 准备
达成目标共识
Coaching_Retailer_Workshop_CODO_PMTDR_2006_05
达成行动共识 支持
• 跟踪和团队辅导
• 接受辅导
2006 May
Coaching Makes the Difference - Retailer
突破平凡 由我创造!
愿景
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员工
工具
业绩
“你希望我做什 么?”
•
• 卓越的油站清洁 甄选并管理员 工 • 持续友好的服务
Coaching_Retailer_Workshop_CODO_PMTDR_2006_05
我们希望每一 位员工为顾客 “突破平凡”
“为什么这样做很 重要?”
行动计划的标准
达成行动 共识 3
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2006 May
F I T
Coaching_Retailer_Workshop_CODO_PMTDR_2006_05
• 关注关键点 • 每天执行贯彻
• 转移知识和学问
Coaching Makes the Difference - Retailer
2006 May Coaching_Retailer_Workshop_CODO_PMTDR_2006_05
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辅导
区域经理课程
此资料是用于培训壳牌（中国）有限公司的区域经理和油站经理。
它们包含的材料是保密的,未经允许，不得复印传播给其他壳牌之外的人员。
日程安排
© 2006 Shell International Petroleum Company LimitedFile Title © 2006 Copyright SIPC
8
辅导之路
Coaching Makes the Difference - Retailer
你的站长 目标
2006 May Coaching_Retailer_Workshop_CODO_PMTDR_2006_05
辅导时刻
支持和鼓励 4
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可以提供现场反馈和辅导和时机:
员工询问你如何做某项工作 有员工说他们不能做某项工作