Tom Butler-Bowdon

John Whitmore. "High Performance Coaching" (1992)

“Coaching is not just a technique that can be introduced and applied in strictly defined situations. It is a way of managing, a way of dealing with people, a way of thinking, a way of being. There comes a day when the word "coaching" disappears from our lexicon altogether, it becomes the image of our relationship at work or somewhere else.

In a nutshell

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

In a similar vein

Stephen R. Covey The Seven Habits of Highly Effective People

W. Timothy Galwey "Tennis as an internal game"

Jim Lauer and Tony Schwartz "Life at full power"

Abraham Maslow "Motivation and Personality"

Cheryl Richardson "Find Time to Live"

This seemingly modest book on the elements of business coaching has sold a quarter of a million copies and has been translated into many languages. The revised and revised editions helped sell it, but it's a classic book because it calls for a change in how we treat people and how we run firms. It was the first work to propose the use of coaching principles in the business world.

Coaching is based on the ancient Socratic principle that a person cannot be taught something, he must learn it himself.

The book High Performance Coaching includes a number of useful techniques for improving your performance and bringing out the best in people, but it also contains deeper insights into how mindfulness and responsibility make you understand what coaching is all about. vision of the world.

Coaching contains the germs of a great cultural change – a shift from a prescriptive world to one shaped by self-learning and equality between people.

What is coaching?

Coaching is based on the ancient Socratic principle that a person cannot be taught something, he must learn it himself. Coaching helps a person realize how he does things in order to increase his awareness and responsibility.

Coaching is easy to learn. You may feel that you are already using it and that it is common sense. Although it is contrary to most of what our culture instills in us: condemnation, criticism, punishment and reward. Its premise is that each of us will succeed, and the coach's role is simply to learn about the person's decisions through a survey.

Questions aim to reveal the details of the situation (what, when, who and how much), but not why. Asking “why” can lead to judgment, provoke defensive behavior, and make the whole process too analytical. Asking for more details increases the concentration and awareness of the person being counseled. People are forced to dive deeper into this situation in order to find answers. Instead of the traditional transfer of knowledge from one person to another, coaching focuses on optimizing individuality and uniqueness. Hence, it is the most positive way of perceiving people.

End of introductory segment.

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John Whitmore is the Executive Chairman of Performance Consultants and a leading thinker in leadership and organizational change. He works globally with leading multinational corporations to create a culture of coaching management and leadership programs.

Honored with the President's Award by the International Coaching Federation and considered the #1 business coach, John is one of the leading figures in the international coaching community with activities around the world.

John, along with his partners David Hemery and David Whitaker, organized "Performance Consultants", they were the first to develop coaching processes and create experiential learning to overcome internal obstacles to human potential and high performance, such as fear, doubt and limited beliefs.

Books (2)

High Performance Coaching

Throughout the world, this book is considered a seminal work in the field of coaching. It has already been published in more than 15 languages ​​with a total circulation of a quarter of a million copies. This is clear evidence of the growing popularity of coaching, which, according to the author, will easily take root in Russia in the coming years.

The book will help you improve your efficiency and improve communication skills at work, in sports, in relationships with loved ones and children. Welcome to the world of coaching excellence!

Leader's inner strength. Coaching as a method of personnel management

The success of a leader largely depends on what level he himself has managed to achieve in personal development, whether he is able to give up the habit of giving instructions and believe in the hidden potential of his employees.

Coaching removes internal obstacles and helps open access to inexhaustible resources - both your own and those of your subordinates. The main goal of coaching is to build confidence in people, no matter what task they are doing. As a leader, if you internalize this principle and systematically apply it to your employees, you will be surprised at how much better both relationships and performance will be.

Andrey Prozorov

For several weeks I have been reading and reflecting on an old book that is considered the "classic" textbook on coaching, namely "" (John Whitmore).

As the name implies, it is about coaching and its application in various life contexts.

"Aimed at overcoming misconceptions about coaching, this book clearly shows what it really is, what it can be used for, when and how much it can be used, who can use it correctly and who can't. Contrary to the tempting claims of the book " One Minute Manager By the way, I have read this book, it is quite worthy of attention, in], there are no fast-acting tools in business. Good coaching is a skill, perhaps even an art, that requires a deep understanding and a lot of practice to bring out its amazing potential to the fullest. Reading this book will not make you a great coach, but it will help you realize the great value and potential of coaching and may encourage you to discover your own talents, which will certainly affect the success of your business, your athletic and other qualities, and your relationships. with others at work and at home.

"If you have embraced the coaching style, then I hope this book will help you achieve the greatest heights in everyday affairs or understand the logic of your intuitive actions. If you adhere to a different style of leadership, then I hope this book will allow you to look at management in a new way, effectiveness of execution and people.In addition, the book will also introduce you to some areas of coaching in which you can try out this new way of thinking in practice."

Conventionally, the book can be divided into 3 parts: reflections on management, the general model and ideas of coaching, recommendations for using the model for various tasks (for example, goal setting, finding meaning in life, team development, etc.). Each of them deserves attention.

"While I advocate coaching as a management style, and not as a one-time tool used occasionally by a manager or consultant, most of this book is devoted to a detailed, element-by-element explanation of the fundamental principles of coaching using examples from structured sessions. To ensure that these principles are fully determined the style of management, it will take time and experience."

The author talks a lot about the use of coaching ideas in the business environment and promotes them as an effective management model. I chose a few about management:

• Giving instructions or dictating conditions is quick and easy, but the most important thing is that it gives a feeling of control, however, deceptive. Such a dictator upsets and demotivates employees, but they will never dare to show it or object, because they will not be heard anyway. As a result, they curry favor in his presence, but as soon as he turns away, their behavior changes and leads, at best, to low productivity, downtime, and even outright sabotage. There can be no question of any control - this is self-deception.
• The other extreme - dumping everything completely on the subordinate - allows the manager to do other things, and gives his employee freedom of choice. However, it is risky for both. The manager withdraws from his duties, although the money is slowly coming to him, and the subordinate may not be able to cope with the task, not knowing all its aspects.

• Sometimes managers withdraw with good intentions in order to teach a subordinate to handle more responsibility. But such a strategy is rarely successful: if the subordinate feels that the responsibility is imposed on him, and not chosen by himself, his self-interest remains low, and productivity does not increase due to the lack of self-motivation that the manager hopes to develop.

• When a subordinate begins to perceive his leader as a source of support, and not a threat, he is more willing to share his problems with him. Only in this way can honest analysis and dialogue be possible, which contributes to the search for a solution at an early stage.

• The tradition of blaming, which flourishes in many companies, has the opposite effect, creating "false reality syndrome" ("I'll say what I think you want to hear and not make me feel worse"). Any subsequent adjustments will be based on a false reality. The wise manager begins with the most general research, moving forward in conversation with the mentee. The manager can help the mentee overcome other, less significant, difficulties, thus gaining his trust. This approach will quickly lead to the disclosure of the cause of the problem, and not its symptom, which is immediately visible. To eradicate problems, one must penetrate deeper than the level at which in which they manifest themselves.

• We typically use five levels of feedback, which are listed below in alphabetical order from A, the least useful link to D, the most effective link and the only one of the five that stimulates learning and performance improvement. The remaining four levels of communication at best contribute to minimal short-term improvement, and at worst further reduce efficiency and self-esteem. However, they are quite common in business and at first glance even seem acceptable, but only until you carefully check.
• A. The manager exclaims: "You worthless worker!" It is personal criticism that destroys self-respect and confidence; most likely, the effectiveness of this will only decrease in the future. There is no benefit from this.
• B. The manager exclaims, "That's a worthless report!" Such an appraisal comment, referring to the report and not to the person, also destroys the self-esteem of the performer, although not so much; it also does not contain any information that can help the author of the report correct the shortcomings.
• Q. The manager says: "Your report is informative and clear, but the form and presentation are not up to the level of those for whom it is written." In this case, there is no criticism, the performer receives a guide to action, but not detailed enough and does not give the initiative.
• D. The manager asks: "What can you say about your report?" THIS gives the performer the initiative, but he is likely to confine himself to a one-word answer, such as "a normal report," or a value judgment, such as "excellent report" or "disgusting report," instead of a more meaningful description.
• D. The manager asks: "What is the main thread of your report? To what extent does this draft version correspond to it? What points should be paid special attention to? Who do you think it was written for?" In response to a series of such questions, the performer describes in detail the report and the course of his thoughts, without giving his assessment.

• Managers often ask when coaching should be used, or at least when coaching should be preferred over directives. The answer is simple. If time is the main criterion in a situation (for example, during crises), it is probably faster to do everything yourself or give a clear order to someone else. If the most important thing is the quality of the result (for example, when an artist creates a masterpiece), coaching to raise consciousness and take responsibility will have the greatest return. If the main goal is to improve learning (for example, when a child does homework), coaching completely optimizes the process of learning and remembering. In most work situations, time, quality and training are always and everywhere equally important. But, sadly, in business most often time is more important than quality, and training is given a modest third place. Therefore, it is not surprising that it is so difficult for managers to refuse orders, and that efficiency in business is far from what it could and should be.

Here is coaching as a model of behavior/management, and is designed to increase the performance and effectiveness of individuals and teams through the following expected results: self-belief, self-motivation, choice, clarity, purposefulness, awareness, responsibility and action.

• The coach is not a problem solver and is not a teacher, advisor, instructor, or expert; he is "sound advice", helping, advising and raising awareness - that's about what his role is.

• Coaching is the disclosure of a person's potential in order to maximize its effectiveness. Coaching does not teach, but helps to learn.

• The goal of a coach is to develop awareness, responsibility and self-confidence.

It is about the development of awareness, responsibility and confidence in yourself and others that is written most of all in the book. The author gives a lot of recommendations and advice.

• In order to build self-confidence in others, we must give up the desire to control them or keep them convinced of our superiority. Perhaps the best thing we can do for them is to help them outdo us. Children remember for a long time those moments when they managed to defeat their parents in the art of the game. That is why we sometimes succumb to them when they are still small. We want our children to excel and we are proud when they achieve it, so why shouldn't we be proud of our employees' accomplishments like this! We ourselves will only benefit from this due to their greater efficiency, in addition, it will be possible to observe them with pleasure, helping them to grow. But, alas, we are too often afraid of losing credibility, trust, jobs, or self-confidence.

• When we sincerely and consciously accept responsibility for our thoughts and actions, our devotion to them increases, and with it, the effectiveness of execution. If we are forced to accept responsibility, expected of us to be responsible, or simply dumped on us, the efficiency of execution does not increase in any way. Of course, we will get the job done fearing repercussions for disobedience, but forced actions taken just to avoid the threat will not optimize our performance. To truly feel responsible, you need to have a choice.

• If I give you advice and you fail, you will blame me. I kind of traded my advice for your responsibility - a deal like this is rarely a good one.

• Awareness is the perception of things as they really are; self-awareness is the recognition of those internal factors that distort our own perception of reality. Many people consider themselves objective, but absolute objectivity does not exist. Most likely, we have it only to some extent, but the closer we get to it, the better.

People should be seen as future opportunities, not past deeds.

The main tool of the coach is the right questions that are asked to the mentee (well, or to the coach himself). They are the best way to achieve AWARENESS and RESPONSIBILITY.

• The proposed sequence of questions provides for four characteristic directions (the initial letters of their names form the word GROW, which is translated as GROWTH).
• Goals - SETTING GOALS for this lesson, for the near future, for the long term. What do you want?
• Reality - EXAMINATION of the current situation from the standpoint of understanding reality (REALITY). What's happening?
• Options - A LIST OF OPPORTUNITIES and further strategies or courses of action. What can be done?
• What, When, Who, Will - TO, what needs to be done, determining when and to whom (identifying INTENTS). What will you do?

• This sequence is cyclic. This means that the SETTING of vague GOALS is permissible only as long as the current situation (REALITY) has not been EXPLORED in detail. After that, you need to go back and define the GOALS more precisely before moving on. Even the clearest initial PURPOSE may turn out to be wrong or unsuitable after an EXAMINATION of the situation (REALITY). When looking at the LIST OF OPPORTUNITIES, you will have to go back to check how each of them brings you closer to the GOAL. Finally, before determining THAT to be done (INTENTIONS), it is important to check again how it fits in with the GOAL SETTING.

I presented the general coaching model and examples of questions for each area in the form of a mind map (in):

This mind map can be used to brainstorm (group or individual) on almost any issue that needs to be addressed. Recommend!

Well, even more I recommend reading the book itself "High Performance Coaching. New Management Style, People Development, High Performance" (John Whitmore). She gave me a lot of new ideas and inspired me to new achievements.

By the way, you can also see my reviews of other books on personal development, for example:

Performance and Purpose

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

P U B L I S H I N G

John Whitmore

High Performance Coaching

New management style, People development,

High efficiency

Third Edition

International Academy of Corporate Governance and Business

Moscow, 2005

UDC 65.016.17 BBK 65.290-2 K 55

J. Whitmore

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

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

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

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

Scientific editor S. Yu. Chumakova

© John Whitmore, 1992, 1993, 1994, 1996, 2002

© International Academy of Corporate

management and business.

Translation, preparation for publication, 2005.

ISBN 5-98397-003-8

From the publisher 7 Acknowledgments9

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

Chapter 2 27 The role of the manager 30

Chapter 3 The Nature of Change 32

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

Chapter 5 Effective Questions 47 Chapter 6 Question Sequencing54

Chapter 7 57 Owning Goals 59 Coaching Example 62

Chapter 8 65 Be objective 65 Questions about reality 70

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

Chapter 10 82 Ending a Coaching Cycle 85

Chapter 11 90 Johnsonville Sausages 91

Chapter 12 95 Pleasure 98

Chapter 13 100 Maslow and motivation 102

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

Chapter 16 116 Coaching for culture change 119

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

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

Chapter 19 138 Applying coaching to a team 140

Chapter 20 144 External obstacles 146 Internal obstacles 148

Chapter 21 151 Coaching that teaches you to win 152

Conclusion 155 Appendixes 157 References 161

From the publisher

To be continued...

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

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

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

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

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

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

and great value.

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

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

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

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

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

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

Words of gratitude

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Introduction

NOT JUST A FASHION WORD

ART

AND PRACTICE

COACHING

Coaching is a managerial behavior,

alternative

command