The 'Explorer vs. Lecturer' Coaching Model

The 'Explorer vs. Lecturer' Coaching Model（"探索者"与"讲师"教练模型）

概述 / Overview

一种反馈模式，管理者在其中化身为充满好奇的探索者，而非权威型专家。通过观察与提问，引导下属对问题进行自我诊断。

来源 / Source

• 嘉宾: Claire Hughes Johnson
• 职位: Corporate Officer & Advisor (Former COO)
• 公司: Stripe

核心原则 / Core Principles

• Hypothesis-Based Coaching: Form a scientific hypothesis based on data/intuition (e.g., 'I think you are avoiding this stakeholder').
• Ask a Question: Open with non-threatening inquiry ('Is there something we aren't talking about here?').
• Own the Observation: Use 'I' statements to share your perception without judgment ('My experience of you in that meeting was that you seemed nervous').
• Mirroring: Reflect physical or verbal cues back to the person (e.g., 'I noticed you physically backed your chair away when we discussed this topic').

适用场景 / When to Use

1:1 沟通、绩效评估，或关键汇报后的复盘环节。

常见错误 / Common Mistakes

混淆了“辅导”与“教学”的概念：误将辅导当成“教学”（直接告知具体的执行步骤），而忽略了“探索”（引导对方发现自身的认知盲区）。

实战案例 / Real-World Example

Claire 观察到直属下级在讨论棘手话题时会将椅子后移远离桌子，她通过向对方“镜像”反馈这一肢体动作，来挖掘背后的根本原因。

金句 / Quote

"Your job is to enable people to be their very damn best... most of management is actually exploring with someone. It is being curious."