Our competitive environment demands changes, the exponential speed with which our ideas are born, compete and die leads us to consider the need to manage organizations very differently from how we did it only 4 or 5 years ago. It is increasingly evident that confronting the present with methods from the past can represent mortgaging the future.
The need to generate new ideas, faster, has made it easier for the value of information and knowledge to rise. Proof of this is the effervescence of all the sectors that are directly related: telecommunications, internet, computing in general, training, etc.
As a consequence of the foregoing, the need to achieve that people agree to invest all their talent in the organization is recognized, with a much higher level of participation and involvement. In this line, a series of management models have emerged that recognize the value of knowledge and aim to promote it, structure it and make it operational or valid for the company.
Some of these models are: intellectual capital, knowledge management, lifelong learning, facilitating leadership, empowerment, etc.
All of these approaches go through:
a) Assess the importance of information and knowledge.
b) Facilitate learning in organizations.
c) Assess the contribution of people.
If we begin to delve into any of the aforementioned focuses we will always arrive at the same place: the person and his mental model.
It is very helpful to have computer systems, intranets, etc. that allow us to structure the information. But they will be of little use if we are not able to carry out face-to-face approaches that allow us to work with people.
Traditionally, the weakest link in the manager's competence has always been the management of the performance and motivation of his collaborators. Good technical preparation contrasts with the lack of relational skills. This has fostered the continuity of autocratic models or other styles practically incompatible with the development of intellectual capital in the company.
Coaching, through a structured methodology, carries out approaches that allow us to work on improving performance and developing people's potential.
Organizations that are firmly committed to the development of intellectual capital, find in coaching a model of inestimable value, to "reach" the person.
But…. What is coaching really? What is the essence of the model? What does it bring to people and organizations? These are some of the questions that I imagine, can be asked by anyone who does not know him and that I will try to answer in this article.
What is coaching?
Coaching is a model that aims to develop the potential of people, in a methodical, structured and effective way. The principles on which it is based are:
- Coaching focuses on the possibilities of the future, not the mistakes of the past or current performance. To get the best out of people, the coach must believe in their potential. Our beliefs about the capabilities of others have a direct impact on their performance. Coaching works based on a relationship of trust and confidentiality maintained between the coach and the trainee. The trainee does not learn from the coach, but from himself stimulated by the coach. Although sometimes it is not easy, the coach should avoid transferring her experience to the trainee, since if she did, she would be violating one of the basic principles of coaching.
As Goethe said:
" The best thing you can do for others is not to show them your wealth but to make them see their own wealth "
The coaching modalities with which one usually intervenes in organizations are:
- Personalized coaching (management development sessions) Group coaching (energizing teams) Coaching training (development of coach skills)
Personalized coaching or managerial development sessions address situations of help or potential development of managers. The most common reasons for intervention are usually: decision making, conflicts, stress, search for resources, development of competences, support for promotions, etc.
Group coaching sessions aim to energize a group of people or managers. The most common interventions can be: problem solving, creativity sessions, conflicts, etc.
Finally, the coaching training actions allow the participants to develop the competences of the coaches so that they know how to boost the potential of their collaborators and improve their performance.
Interventions can be structured and formal when a specific framework is established, informal when the coach takes advantage of day-to-day opportunities to use the model. And we can also use the methodology for our own self-development (self-coaching).
What is the essence of the model?
Our results are a consequence of our actions or behaviors, and these, in turn, are the reflection of our thoughts. Performance improvement occurs when we enrich our mental models and can generate new responses.
The essence of coaching involves enriching the mental model of the trainee, increasing their level of consciousness and facilitating the passage to action. All this based on questions and descriptive or non-evaluative feedback. The sequence could be:
1. Description of the desired situation (objective)
2. Description of the current situation (area of improvement or difficulty)
3. Map of options and resources (generation and selection)
4. Action plan (specific action plan)
5. Results (control and monitoring)
In the first and second phases, the objective of the coach is to increase the level of consciousness (sensory and emotional) of the trainee. This phase is essential, since we can only control what we are aware of, being aware gives us power to act.
In the third phase the objective is to involve you in the generation of alternatives and in the creation of an action plan (your plan). Finally, it only remains to establish how and when we will evaluate the results.
What does it bring to people and organizations?
In practically all forums on management, leadership, intellectual capital, knowledge management, competencies, etc. The need for organizations to evolve the role of the boss towards that of facilitator is being alluded to. This role oriented to results but also to people, is much more in line with organizations that are committed to lifelong learning. As Arie de Geus said: "The ability to learn faster than the competitors is probably the only sustainable advantage." I think that a large majority agree on the above, but when the intentions are assumed and the actions are considered, the question that arises is: How can I do it?
Coaching enables this role change to be operationalized in organizations, providing a structured and effective model that allows for proper management of performance and fostering the development of the potential of collaborators.
In short: coaching adds value to organizations because:
- Improved employee performance. Develops potential. Improves manager-collaborator relationships. Encourages leadership. Facilitates motivation. Increases involvement. Strengthens self-esteem.
Given the importance of benefits, more and more organizations are incorporating it into their culture and management style.
