Coaching is a process that pursues as a priority objective the maximum professional and personal development of the coachee and, carried out in an optimal and correct way, can suppose a profound transformation of the individual who receives it.
Executive Coaching or Executive Coaching can help the coachee or director to whom the process is directed to manage, administer or direct their company or the business area under their responsibility in a more responsible, sustainable, ethical, solidary, humanistic and, consequently, more profitable, productive and competitive if the aforementioned Coaching process implies an approach or method associated with the concept, content and meaning of Corporate or Corporate Social Responsibility.
It is possible to develop the Executive Coaching process from a perspective that contemplates Corporate Social Responsibility, by virtue of this vision, the coachee can project the benefit that the referred coaching process has provided, not only individually but also in relation to the different stakeholders or interest groups that operate in their work and personal environment and, equally, apply all the learning to a management more in line with the needs of the company, clients, human capital, the environment, disadvantaged groups, shareholders, suppliers, citizens, the media, the local community and, in general, society.
Executive Coaching, seen from the prism of Corporate Social Responsibility, can help managers build organizations that develop corporate cultures based on values and economic benefit, since Corporate or Corporate Social Responsibility conceptualizes the company as a combination of financial model, which pursues maximum profitability and value contribution for the shareholder and the socially responsible model, whose fundamental objective lies in the sustainable and supportive management of the company, both models are compatible with each other and together they represent a competitive advantage and an element differentiator that enhance the profitability and productivity of the company.
Coaching, as a Socratic training process, consists of conversations or dialogues, through the relationship between questions and answers that two people maintain, coach and coachee. In the aforementioned process, the coach acts as a mere stimulator, indicates the path and leads to the answer or to a possible solution, but it is the coachee who must arrive at it by himself, using reflection, thought, and the potential development of the personal and professional facet, the change of attitudes and aptitudes, the improvement of abilities and competitions, the study, the observation, the meditation and the empowerment of the talent and the human capacities.
In Executive Coaching, the aforementioned link between questions and answers that make up the process must integrate a social, ethical and humanistic component, that is, the coachee or executive, through the mediation of the coach, must become aware of the importance of both for their professional and personal development, to contribute social and economic value to society as a whole and to carry out their work in accordance with moral conduct and a determined ethical code, the best platform for this is their position as manager, since the decisions that Adopt will affect, positively or negatively, the well-being of the company they manage and, inevitably, the society as a whole.
One of the main objectives of Coaching is to enhance and develop the personal and professional capacities of the individual or coachee, the coach uses the classic method of questions in order to induce the coachee to look inside and find for himself competencies, aptitudes, abilities and hidden abilities that you are not aware of possessing or have not yet developed.
Of course, Coaching also seeks to enhance those other abilities that are habitually and optimally performed by the coachee but that are capable of improvement.
In Executive Coaching, the coach has the opportunity to bring the coachee or manager inside and, as a result, he can discover some social concerns that he kept hidden, in this way, he can adapt them to the management model of Therefore, the manager will be able to execute and put into practice in the company certain corporate and institutional strategies such as the humanistic approach, the social mission, environmental responsibility, sustainable management, management by values, social policies related to Internal Corporate Social Responsibility, such as the implementation of conciliation and equality measures, corporate volunteering, multicultural integration, social management of diversity, hiring of disabled personnel, etc.,and include them in the strategic plan, business plan or master plan of the company that he directs and, of course, in the organizational structure of the same.
At the same time, the coachee will also develop, on a personal level, certain management skills and managerial skills based on personal relationships, providing them with humane and supportive treatment, with the aim of improving the company's working environment and the quality of life of the Human capital of the same, internally and, equally, to produce an improvement in institutional and corporate relations, externally, consequently, it will focus on the impact that some decisions that uniquely and exclusively value the economic benefit and have on people which, in the long term, can be detrimental to your own company, will improve communication, social skills based on empathy and emotional intelligence, win-win negotiation, teamwork, active listening, customer orientation,leadership by values, delegation, etc.
Executive coaching or managerial coaching process from the perspective of corporate social responsibility
In any coaching process, it is necessary to plan a work program or planning that acts as an orientation guide and a basis or scheme to work on it, the aforementioned work plan must contain guidelines and guidelines that serve as performance references.
Job program
A. Determine the type of process
This article is focused on executive coaching but, in addition, there are other varieties of coaching such as personal coaching, business coaching, team coaching, sports coaching and blended or mixed coaching, the latter combining face-to-face sessions with online sessions.
We can also distinguish, based on the focus and the objectives pursued, USA or Anglo-Saxon coaching, focused on obtaining greater competitiveness and productivity, ontological coaching, based on language and communication, and European coaching, based on responsibility and personal commitment of the coachee himself.
B. Define the initial objectives of the coaching process
You must determine and define the objectives you want to achieve, it is also advisable to design a learning plan that will be modeled and adapted as the process develops.
Experts advise long-term visualization of the transformations we want to experience.
In this sense and regarding the case at hand, executive coaching with a
social focus, the coachee has to intuit the changes and social improvements that he wishes to apply to his life and that of his company, by virtue of his future style of leadership and management..
C. Bilateral coach work planning - coachee
Normally, the coaching process usually lasts from four to six months, setting weekly or fortnightly meetings, the aforementioned meetings can be 1 hour or 1 hour and a half, approximately.
The duration of the process is, simply, a mere reference, since, in
the agenda of the program you can determine a start date but not an end date, it is advisable to adopt a posture of flexibility and be aware of when it should end. the same, depending on the progression of the coachee and the achievement of objectives.
1. SWOT analysis and self-evaluation
In the study of the strengths and weaknesses of the manager or coachee, in the case of executive coaching focused on Corporate Social Responsibility, it is necessary to assess whether it is possible to develop or enhance aspects related to social and environmental commitment, the social management of human resources, solidarity, a sustainable and responsible vision of management, etc.
This involves carrying out an analysis of the coachee based on self-knowledge, once the weak points of the coachee have been detected and from that point of inflection, the development plan begins to be developed in order to enhance those areas capable of improvement.
It works starting, first, with the strengths and strengths of the coachee and from the voluntary commitment to improve, then the coachee is helped to improve the capacities that are less developed and to bring out the qualities that it has and does not even know that it has.
2. 360º Feedback
The 360º Feedback represents a basic tool for developing the coaching program.
It is a process based on the opinions of certain interest groups and the work environment of the coachee.
Depending on the deficiencies and deficiencies that the aforementioned interest groups have perceived in their assessments of the coachee or manager, an action or improvement plan is executed.
When proceeding to the execution of a 360º Feedback process to the coachee, that is, in the evaluations that the manager, collaborators, peers, suppliers, clients, etc., make of the manager, aspects related to the management of the corporate social responsibility.
3. Development planning and areas for improvement
In relation to the above, in the design and correct planning of an improvement plan and development of the potential for the coachee or executive, relative aspects should be considered and aimed at achieving better management of Corporate Social Responsibility in what Regarding the company that he directs or the department or business area that he manages, at the institutional level, and to achieve a more social approach to human relations, on a personal basis.
4. Specification of objectives
Among the objectives that are usually set in executive coaching or executive coaching, we can mention those aimed at achieving an improvement in management and administration, such as increasing productivity and profitability, improving the quality of the work performed, efficiency, Organizational capacity and time management and planning, increase competitiveness, achieve greater optimization and cost reduction, achieve better results in terms of attracting, promoting and retaining talent, obtaining greater economic benefits, etc..
There are other types of objectives that seek to improve certain managerial skills and competences, such as teamwork, leadership, customer service, communication, negotiation techniques, business skills, delegation, meeting management, public speaking, work by objectives, motivation, stress control, flexibility, strategic planning, change and adversity management, decision making, social media management, enhancement of creativity, innovation and intuition, etc.
We can cite a third group of objectives aimed at improving the emotional intelligence and social skills of the coachee.
In addition to the aforementioned objectives, the coachee has the possibility of setting different objectives, of a social and solidarity type, related to a greater commitment to Corporate Social Responsibility in all its areas, in order to realize himself as a human being and add value to his business and society management, such as implementing in your company policies to reconcile professional and work life and equal opportunities, environmental protection, social action, social management of Human Resources, verification of social responsibility in the supply chain, eco-efficient practices, enhancement of corporate reputation, transparency and good governance, positioning of the brand based on certain social values, creation of a corporate culture based on values,etc.
5. Subsequent monitoring program
In the monitoring process, the coach will check the improvements produced in the coachee in subsequent sessions that will be held periodically and in which the results obtained and the fulfillment of the objectives set will be checked.
6. Assessment of the improvements obtained in the coachee
A. Evaluation of the performance of the coachee or manager
Know the improvements produced in the manager due to the coaching process through performance evaluation. Among the improvements, we will proceed to assess, also, those related to better social management of the company.
B. Pre and post assessment
To check the development, enhancement or improvement of managerial skills or management competencies, an assessment will be carried out prior to the coaching process and another, with the same characteristics, subsequent to it, in this way, it will be possible to verify the improvement that the coachee or manager has experienced with respect to the mentioned skills.
7. ROI of the coaching process
To determine the profitability of any coaching process, it is essential to know the return on investment of the same and, in the same way, the economic impact that this process has produced in the organization.
