Summary: This essay presents the current scenario where new trends emerge in the direction of organizations, one of these is business coaching, which gives the manager the role of main driver within the company, as it is intended that this develop the capabilities of human capital through its management.
Managers: main drivers of the implementation of executive coaching in the company.
Management and learning must go hand in hand, currently this means being at the forefront with new models to direct and lead. For his part, coaching is a trend that is taking hold with greater intensity, and he who proposes a change in the direction of those companies that choose to venture, to create coach leaders capable of inspiring, communicating, incentivizing and managing the most valuable part of the company, which is human capital. In organizations, this type of management has produced comprehensive results and effective management.
Now, let's talk a bit about the origin of “coaching”, it is said that this methodological paradigm was born in the United States with the aim of increasing the individual performance of athletes (Payeras, 2004). López (2005) affirms that, in fact, coaching as we know it today comes from the sports field and had a rapid expansion in the eighties, until it was introduced to business organizations.
There is also another version, which is less known, the term coaching would be related to a special carriage that was used many years ago in the Hungarian city of Kocks, seventy kilometers from Budapest.
Later, the covered car to transport people was called "car", and from that idea of taking people from one place to another, the term coaching was said to have emerged.
On the other hand, Carril (2009) tells us that coaching constitutes a fusion of certain contents and practices between the culture of the east and the west to develop human potential.
In any case, thirty years have passed since the term was first used and it has already been transferred with remarkable success to the most diverse fields of human activity, as López (2002) and López (2005) affirm. Companies have begun to endorse this teaching and more and more professionals from different sectors are turning to this alternative to improve their performance (Ortiz, 2010).
Currently the definitions of coaching are multiple depending on their approach, so some definitions are excessively broad, but others quite precise. Among the broadest meanings are that of Greco (2001) and Zárate (2002), who defines it as a planned process of training and development of one person through the support, advice, guardianship and advice of another. This process is based on the detection of needs for change and the establishment of learning objectives, using different methods, carrying out periodic evaluations of the results and with constant monitoring.
While in cognitivism coaching is supported by the subject's ability to process information autonomously and on their own initiative. It is true that the subconscious exerts its influence on the development of the subject, but it also processes information and decides consciously.
Precisely the coaching processes are developed on the basis that any person has freedom, responsibility and autonomy to develop cognitive processes and intelligences, consciously and at will. Therefore, memory, perception, attention, reasoning, creativity, aptitudes, beliefs, values, knowledge and attributions - among other cognitive processes - are available to the subject to use them intelligently, as appropriate., depending on situations and circumstances, without harming others or the context. The same is true for emotional, artistic, spatial intelligences, etc. (Voight, 2005).
Business coaching applies to individuals and executive teams in large corporations, as well as to owners and managers of small businesses and other organizations. For this reason it does not affect the size of the organization, the turn of it, any company can apply executive coaching, which constitutes an individualized collaboration relationship between an executive and the coach, in order to achieve a sustained change in behavior of this and transform your quality of professional or personal life.
Coaching professionals are able to identify the cultural patterns of the societies and organizations that the subject integrates and to which he must adapt, and guides him so that these matters are managed intelligently.
Although executive coaching always focuses on the subject's working life, there is no doubt that the development of certain skills and competencies related to work can be transferred to the personal and private sphere.
Currently, many companies recognize that coaching is a skill that all managers and people who make up work teams must possess. However, some organizations desist from this valuable tool for not having promoted coaching in their managers.
There are factors that must be taken into account in order to execute the coaching
in your company, starting with Identifying when to apply coaching becomes a necessity.
Many times we look at our company, without being able to question those things that are imposed from our way of looking. Have you noticed that when a stranger looks, he suddenly sees things that none of us could see before?
That is the coach's gaze. When a company wants to obtain the results that it never obtained before, and different from what its history would allow it to achieve, a coach could be sought.
Business Coaching is a conversation, a fruitful dialogue between the coach and the Coachee, through which the coach seeks to open new possibilities for reflection and action in the coachee. This begins and triggers around the specific situations faced by the coachee.
For his part, the Coach helps the coachee to formulate, in an appropriate way, the key questions of the situation he faces as well as to pose and articulate the problem in a powerful way. This will only be the first stage of coaching.
In the second phase, the paradigms and mental models that lead the coachee to pose the solution in a certain way are investigated. At this stage the coach questions the explanatory model of the reality of the coachee, to validate it. It is then that the innovative solution is produced, when the explanatory model is questioned. This space requires the development of an important reflective capacity.
Finally the third phase is the design of the new solution, here the coachee must design new conversations that lead to creating the necessary conditions for the new proposal to occur.
The new management models reiterate that the professionals, managers, and executives of the future must possess the skills of a coach to be able to obtain high levels of performance. A manager who has a style that impacts the state of her team, a style that leaves a mark on her way of commanding, communicating, and organizing.
Many organizations focus only on ensuring that the first and perhaps the second line of managers are trained in that skill, it is imperative to have the involvement of everyone who will participate in the coaching program. Because the power of decision is distributed, because the knowledge worker (subordinate) is involved in decisions, integrating these competences in the management model.
One of the challenges of this time is to contribute to producing the manager coach and that is why coaching with an integral vision emphasizes these competencies. The manager coach is trained to develop the new skills necessary for the knowledge worker, he is not a coaching professional because his main role is operational. That is to say; bring coaching to top management to commit them to training both in terms of promotion, and to use the skill themselves to train their own direct reports.
Everyone has to "lead by example." Unfortunately, some senior managers do not and continue to treat employees the same, as if coaching was a "whim or a fad." This causes confusion for middle managers, and as a result they don't take coaching very seriously.
Researchers agree that the client constitutes the central element of the coaching process, not the professional who directs the process, nor the techniques used nor the coaching process itself (Barrios, 2004). Regarding the client, we can summarize that his participation must be voluntary and accepted, even though he had not proposed the process or was the initiator of it.
On the other hand, it is essential that people understand why the company is executing such a program, and this may be because people do not fully understand what coaching is. Some believe that it is a kind of training and that it consists of telling people what to do and showing them how to do it. Others think it is about counseling and only use coaching when there is a problem causing poor performance, without approaching it as a constant activity.
Not everyone has a good understanding of what coaching is and how it differs from training, mentoring, and counseling. It can also happen that people who have not experienced effective coaching have no experience or idea of why coaching can be a benefit for them.
In order for employees to go ahead and participate in a training program they have to be aware of what the coaching skill involves and how they can benefit.
In conclusion, we can say that management has a large part of the success of the implementation of coaching in a company, since human capital is under their subordination, so it requires preparation that allows them to promote the development of the group they are responsible for., and thus achieve the growth of the organization in parallel.
Prepared by: CP Retama Flores Cristal Nayeli.
References
- Carril, J. (2009). Zen coaching, the fusion of eastern and western culture to develop the maximum potential of people. Human capital, (22) 229, 78-81.Barrios, A. (2004). The spark of life: coaching. Economic Studies Bulletin, (183), 463-475, López, E. (2005). Coaching, a new word to name old practices or truly something new? Human capital, (18) 187, 136-137.Ortiz, M. (2010). Psychology and coaching: general framework, the different schools. Human capital, (2) 243, 56-68. Payeras, J. (2004). Coaching and leadership for managers interested in increasing their results, 176.Voight, M. (2005). Integrating mental-skill training into everyday coaching. Journal of physical education, recreation and dance, (76) 3, 38-47. Zarate, JA (2002). Coaching one on one. Business Studies, (110), 36-37.
