【双语阅读】THE GROW MODEL FOR COACHING

The single most important technique for executive coaching

高管教练最重要的技术

The GROW model, developed by Sir John Whitmore, provides a framework for coaching. GROW has four stages: Goals, Reality, Options, and Will. Responsibility for setting goals rests with the coachee. The coach works in a non-directive way, supporting and challenging.

由约翰-惠特莫尔爵士开发的GROW模型为教练提供了一个框架。GROW有四个阶段：目标、现状、选择、意愿。设定目标的责任由被辅导者承担。教练以非指导性的方式支持和挑战。

Goals

目标

This focuses on the coachee’s aims and priorities. It sets the agenda for the coaching conversation. The coach should be flexible and prepared to explore, question and challenge. This is achieved with questioning and empathy. The outcome is a clear set of goals for the session and the overall coaching relationship.

这专注于被辅导者的目标和优先事项上。它设定了教练对话的议程。教练应该是灵活的，随时探索、质疑和挑战。这是通过提问和共鸣来实现的。其结果是为会议和整个教练关系制定一套明确的目标。

Questions include: 

• What is your goal? 
• What are your priorities? 
• What are you trying to achieve?
• How will you know when you have achieved it?
• Is the goal specific and measurable?
• How will you know when it has been achieved?
• What will success look like? 

问题包括：

• 你的目标是什么?
• 你的目标优先级是什么?
• 你打算如何实现？
• 你如何判断你实现了？
• 目标是否具体和可衡量？
• 你怎么知道目标已经实现了？
• 成功是什么样的？

Reality

现状

Explore the learner’s current position: the reality of their circumstances and their concerns relating to their goals. The coach needs to help the coachee analyze and understand the significant issues relating to their goal through intelligent questioning. The coach can also provide information and summarize the situation to clarify the reality.

探讨学习者目前的处境：他们的现实情况和与他们的与目标有关的担忧。教练需要通过巧妙的提问，帮助被辅导者分析和理解与他们目标有关的重大问题。教练也可以提供信息和总结情况以澄清现状。

Questions include:

• Can you control the result? What don’t you have control over?
• What are the milestones or key points to achieving goals?
• Who is involved, and what effect could they have?
• What have you done so far, and what are the results?
• What are the significant issues you are encountering?

问题包括：

• 你能控制结果吗？你无法控制的是什么？
• 实现目标的里程碑或关键节点是哪些？
• 谁参与其中，他们能产生什么影响？
• 到目前为止你做了什么，有什么结果？
• 你遇到的重大问题是什么？

Options

选择

The coach helps the coachee to generate chances, strategies, and action plans for achieving goals. This can uncover new aspects of the individual’s current position with the result that the discussion reverts to the coachee’s reality. This is fine if it is productive or enlightening – the aim is to help the individual, not rigidly follow a process.

教练帮助被辅导者创造实现目标的机会、策略和行动方案。这可以发现个人当前处境的新局面，使得讨论重新回到被辅导者的现状。如果这是有成效的或有启发性的，那就很好–目的是帮助个人，而不是僵化地遵循一个过程。

Questions include:

• What options do you have? Which do you favor and why?
• If you had unlimited resources, what options would you have?
• Could you link your goal to another organizational issue?
• What would be the perfect solution? 

问题包括：

• 你有哪些选择？你倾向哪一个？为什么？
• 如果你有无限资源，你有哪些选择？
• 你可以将你的目标和另一个组织问题关联起来吗？
• 最佳解决方式是什么？

Will

意愿

Do not rush to the final stage. The aim is to agree on what needs to be done. It can help the coachee to develop a practical plan to implement their option. The coach should be a sounding board, highlighting strengths and weaknesses, testing the approach, and offering additional perspectives.

不要急于进入最后阶段。目的是就需要做的事情达成一致。它可以帮助被辅导者制定一个实际的计划来实施他们的方案。教练应该是一个传声筒，强调优点和缺点、测试方法，并提供额外的观点。

Questions include:

• What are you going to do – and when? Who needs to know? What support and resources do you need?
• How will you overcome obstacles and ensure success? 

问题包括：

• 你打算做什么？何时做？谁需要被告知？你需要什么样的支持和资源？
• 你将如何克服困难以确保成功？

Finally, the most effective plans incorporate a review and feedback process to check progress and provide motivation.

最后，最有效的计划包括审查和反馈过程，以检查进展并提供动力。

Words

生词

executive 行政部门

reality 现实

rests with sb. 是…的责任

coachee 受指导的人

directive 指示

priorities 优先事项

agenda 议程

flexible 有伸缩性的

empathy 共鸣，同理心

specific 确切的

current 现在的

circumstances 环境，情况

significant 重大的

summarize 总结

involved 复杂的

generate 产生

aspects 局面

enlightening 有启迪作用的

rigidly 严格地

implement 实行

incorporate 包含