Coaching. what it is, how it works and its relationship with management

1. Introduction

The fundamental aspects that determine the development of countries and companies are the quantity and quality of their leaders.

All this is provided by a process called COACHING, which sounds complicated but is simple to apply and provides advantageous benefits to any company that wants to apply it to achieve leadership within their field.

COACHING concentrates stages and actors who compete in a game to win. On the field of play, pragmatic experiences will be lived that are the result of the effort of each player and the team's articulation with the purpose of victory. All this will be directed by a coach who will be a unique contribution of personal leadership; the explosion and use of nuances of personal talent will be the imprint of each player, which will make the difference, that is, they will be the protagonists.

Throughout this work the above will be developed in a more theoretical way, a simpler definition of the word COACHING will be given, as well as its background, knowing where it comes from and who was the first to apply this revolutionary way of seeking leadership. The characteristics and elements of coaching will be explained, highlighting in turn the main figure of this process as is the coach, implying its definition, function, characteristics, roles, conduct, etc.

In short, it will be about convincing that COACHING is a comprehensive system about “how to do it” in the direction and mobilization towards the success of winning teams in world competition.

Coaching Background

For about five years, thinkers of business administration sciences have begun to take an interest in the subject of coaching, to give it a conceptual and comprehensive form. In 1994, Ken Blanchard's theories about the experience of one of the most famous World Cup coaches were presented: Don Shula, who was the coach of the Miami Dolphins football league team, and who led them for 22 years, leading them to the finals (the famous American SuperBowl) for five major league seasons. Don Shula has been an exponent of coaching in the United States, coach of coaches.

In the work culture the language, the attitude is also changed; The employment contract almost disappears to become a relationship of associates (company-employees) where what counts is mutual growth, development and learning with a common destiny: leadership.

2. Definition of Coaching

It is a system that includes concepts, structures, processes, work tools and measurement instruments and groups of people; It also includes a leadership style, a particular way of selecting people or creating developing groups of people.

In turn, it helps employees improve their job skills through praise and positive feedback based on observation.

It is an activity that improves performance permanently. Specifically, it is a conversation that involves at least two people in our case, a supervisor and an individual; although sometimes it can be between a superior and her team.

The concept behind this definition is that there has been no coaching unless positive change has occurred.

Managers, supervisors, and leaders can have many types of conversations in which they try to improve some aspect of individual or team performance. But if no improvement happens, then what happened was some interaction of some kind, but not some coaching interaction.

Coaching, then, opens windows to scrutinize new concepts, new comprehensive systems, techniques, tools and new business management technologies that focus on:

1. A particular and differentiated style of the coach with some specific characteristics of his leadership that are novel for the development of leaders in business administration.A continuous planning methodology in the most mediate time, in strategies and tactics that always point towards greater business vision A comprehensive, coherent, continuous, day-to-day system for the development of individual talents of people at work, connected to the measurement of individual performance, with the results of the team and the presence of love for work and passion for excellence. A synergistic system of teamwork that further enhances individual competencies for the benefit of better results for the team.A different approach that turns work from obligation to work, training, joy and development.

When to coach?

Coaching should be applied when:

• There is poor or poor feedback on employee progress, causing poor job performance. When an employee in any area deserves to be commended for exemplary performance of some skill. When the employee needs to improve some skill within their job.

Effective coaching is one characterized by positivism, confidence, and rarely correction, which in turn is presented in moderation.

How does coaching work?

Coaching occurs within a conversation where mutual commitments appear. From the coachee: Commitment to an extra-ordinary result, honesty of what is happening, and your willingness to achieve. From the coach: Commitment to the result of her coachee bigger than that of the coachee herself.

This means that the coach has a peculiar way of listening, where he is able to realize his own opinions of the coachee, and the opinions that the coachee brings in his story.

The coach also knows, because he surely learned it by reading Fernando Flores, that the action is in the language. Therefore, you will know how to ask for action in your coachee and you will focus on your results.

Sometimes coaches also work with moods. But although this is a topic that colors the perception of any human being, coaches know that commitment has to be greater than the state of mind, or we would only do what “our good days” allow us to do.

The coach faces each extra-ordinary result to be achieved, like someone who starts a game. Set rules, set how a goal is made and how the game is won. It also makes that, when that game is over, declare itself like this and calls a bigger new game.

Just as we cannot imagine a play without a director, a professional player in any sport without a coach, it is hard for us to imagine an entrepreneur, the people of a company or a professional with a coach.

However, we can all understand that we cannot see ourselves in action. That is the fundamental reason why in the arts and in sports no one imagines competing to win, without a coach.

Why did it not occur to us that we who work are swimming in the soup of our company, and we are not able to see the plate? Why didn't it occur to us that when we look at our company, we look at it without being able to question those things that are imposed from our way of looking? Haven't 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. It is a good start on the road to achieving it.

3. Coaching in organizations

Coaching is being applied more and more in companies and organizations of all kinds. The intervention of a professional coach, in work groups or in personal work on managers, is rapidly becoming a competitive advantage of the organization.

Reasons why coaching is important for companies:

• Facilitates people to adapt to changes in an efficient and effective way. Mobilizes the core values ​​and commitments of the human being. Stimulates people towards the production of unprecedented results. Renews relationships and makes communication effective in human systems..Predisposes people for collaboration, teamwork and consensus building. It uncovers the potential of people, allowing them to achieve goals that are otherwise considered unattainable.

In today's world we have no technical limits, but we have paradigmatic limits.

We are blind to many of the great things that limit us, so we are unable to see why we have the same problems on a recurring basis.

In the companies in which we work on the issue of change, we do not only seek to improve, but to really transform the culture and change the conversations that people have so that they do not get caught up in the stories that keep them always doing the same thing. It is common to see in organizations, as human beings that compose it, that when they do not get the result they want, they create a "story" that justifies not producing the results.

Coaching is very focused on results, but for coaches what matters is people, because it is they who produce the results. The power in a coaching relationship is not in the authority of the coach,

but in the commitment and vision of the people. Coaches empower people.

4. What is the coach?

Definition: COACH is nothing more than the leader who cares about planning the personal and professional growth of each person on the team and their own.

He has an inspiring, winning and transcendent vision and that through example, discipline, responsibility and commitment, guides the team in walking towards that vision making it a reality, that is, it is a leader who promotes team unity, without individual preferences and consolidates the relationship within the team to enhance the sum of individual talents.

His role:

Values

Coaches are people who share beliefs about:

1. Human competence Superior performance Values ​​on the importance of coaching

These beliefs feed the knowledge that leads them to believe that coaching is one of the most important roles of managers, supervisors, and leaders.

Describing the aforementioned values ​​we have:

1. Human Competence: Refers to the fact that coaches believe in people:
   • They want to be competent and by getting the necessary help they will do their best to be even more competent. They should be given the opportunity to demonstrate their competence on an ongoing basis.
   Superior Performance: Coaches share a commitment to superior performance believing that:
   • Managing and leading by control is impractical and does not lead to a commitment to superior performance or continuous improvement to better performance. Optimal performance is the result of the commitment of individuals and teams to perform to the best of their ability. abilities. Such a commitment is one of the consequences of the following conditions:
• People understand what they are doing and why it is important. People have the skills to perform the jobs and tasks expected of them. People feel appreciated for what they do. People feel challenged by their jobs. People have an opportunity to improve when they make mistakes.
2. Values ​​on the Importance of Coaching:
   • Coaches maintain common values ​​about the importance of coaching. They also share values ​​on how to do coaching. This means their understanding of coaching and how to interact with people during coaching conversations. Coaches believe that they should be the initiators of coaching interactions, as well as using all interaction with individuals and teams as a potential opportunity to Coaching, rather than simply ordering. In the discipline, they perceive coaching as a group of competencies that can be learned and applied just like any other type of skills required to manage, supervise and lead.

Coach Features:

The characteristics cited by Hendricks Et al 1996 are:

1. CLARITY: A coach ensures clarity in his communication, otherwise people begin to fail or do nothing, or worse, begin to assume what should be done, which always costs time and money. SUPPORT: It means supporting the team, providing the help they need, be it information, materials, advice or just understanding. CONFIDENCE BUILDING: Let the people on your team know that you believe in them and in what they do. Report successes occurred. Review with them the causes of such successes and recognize the excellence behind each victory. MUTUALITY: Means sharing a vision of common goals. To ensure this, you should take the time to explain your goals in detail. Make sure your team members can answer questions such as:Why is this goal so good for the team or for the organizations ?, or What steps must be carried out to achieve the goals ?, When? PERSPECTIVE: It means understanding the point of view of the subordinates. Ask questions to engage with people that reveal the reality of team members. The more questions you ask, the more you understand what is going on inside individuals. Don't assume you already know what they think and feel, ask them. RISK: It is letting team members know that mistakes are not going to be punished by firing, as long as everyone learns from them. PATIENCE: Time and patience are key to preventing the coach from simply reacting: “visceral” responses should be avoided whenever possible,They can undermine your team's confidence in their ability to think and react. CONFIDENTIALITY: The best coaches are those who manage to keep their mouths shut. Maintaining the confidentiality of the individual information collected is the basis of trust and therefore of your credibility as leader. RESPECT: It implies the perceived attitude in the supervisor or manager, towards the individuals that the guide. You can highly respect your team members, but if this is in contradiction to your unwillingness to get involved, your poor ability to exercise patience, your deficiency in sharing goals, etc., you communicate little respect.It is the basis of trust and therefore of your credibility as a leader. RESPECT: It implies the perceived attitude in the supervisor or manager, towards the individuals that the guide. You can highly respect your team members, but if this is in contradiction to your unwillingness to get involved, your poor ability to exercise patience, your deficiency in sharing goals, etc., you communicate little respect.It is the basis of trust and therefore of your credibility as a leader. RESPECT: It implies the perceived attitude in the supervisor or manager, towards the individuals that the guide. You can highly respect your team members, but if this is in contradiction to your unwillingness to get involved, your poor ability to exercise patience, your deficiency in sharing goals, etc., you communicate little respect.

The coaching process is focused on performance, it provides tools to achieve the three purposes designated for managers and supervisors. It consists of four phases, namely:

• Developing a Synergy relationship. Uses the four roles of Performance Centered Coaching: Training, Problem Solving, Adjusting Performance and Maintaining Performance. Employee Development. Managing rewards that build commitment and foster achievement of results.

Coaches perform many tasks: they advise, set direction and give

feedback. They indicate tasks that develop skills and help achieve success. The latter is done anticipating problems and obstacles that subordinates may face, as well as providing the necessary resources. This means that it helps them avoid failure as well as achieving success. By removing obstacles and allocating resources, good coaches promote success.

Coach functions:

Among the main ones we have:

1. Inspiring visionary leadership Talent picker Team coaching Salesman field accompaniment Salesman individual performance consultant Career development motivator and mentor Teamwork manager Innovative strategist

Why a coach ?:

A coach is a person who, for the same purpose of what he has studied, has had to rethink his way of observing life, others, work.

A coach has learned to listen. It is heard with the ears, but human beings more than hear, we listen. When listening, we add to what we hear, and automatically, a whole performance.

When we hear a noise, we don't say "it made a noise", we say "a plate fell." "A shot rang out." Many times we got it right, many other times, our interpretation was not exactly what happened.

Going to other types of examples, many times we think we have said something very clear to someone and then, the action of the other, shows us that he understood anything else. Instead of thinking that the other "heard what he wanted on purpose", we think that his listening, tinged with a way of interpreting, heard what he could hear.

A coach is very attentive to this phenomenon. Not only to realize how he / she listens to your coachee, but also to show the coachee how he listens to others.

Imagine a coach who thinks that his coachee is delirious and that he will never achieve what he sets out to do. If so, that coach will not agree to coach that person or that project.

Imagine a coachee who every time his boss corrects him for something he's doing, he hears it like his boss criticizes him. What new and different action can you find when what you hear is critical, rather than the contribution of a different point of view?

The coach also has distinctions that allow him to assist the other in generating actions. It shows you access to them, for him / her, or so you can produce them in others. It shows you that commitment is action. It shows you that commitment is "what you want to achieve" and not "How you are going to achieve it".

Many people only commit to what they have a "How to do" for. Actually what matters is what you want as a result. "Hows", there are many. As many as people have inventive capacity.

Coach Conduct

In order for the aforementioned values ​​to be operationalized, the coach must translate them into specific behaviors. These behaviors are referred to the following skills:

1. ATTENTION: This term refers to what coaches do to convey that they are listening. There are both verbal and non-verbal aspects to this activity. Non-verbal aspects include behaviors such as: Face the other person, Maintain eye contact, Gestures of assent, Avoid distracting behaviors such as seeing papers, interrupting, etc. Verbal aspects include words and expressions of settlement. The main underlying skill is to listen without immediately evaluating what the other person is posing. It means trying to understand what the other person is communicating, instead of evaluating if what she says is correct or incorrect or if you agree or not. When a premature judgment is made, the development of information is interrupted and a lack of respect is communicated by the other person,which destroys the nature of a coaching conversation. INDAGAR: A key tool for the coach is to be able to develop enough information to achieve positive results. Coaches can help others, solve problems, knowing the way those other people understand the problem, what they have done to solve it and the way they think it can be solved. REFLECT: A third behavior that helps the coach to obtain information is to reflect. In this way it is communicated that you are listening, that you understand what the other person says or feels, that you are not judging yourself and that you want the other person to provide information that you consider important. Reflecting means expressing what the other person is believed to have said and communicating the feelings that the other person has expressed.This tool focuses on the end result of coaching; continuous improvement of learning. It expresses the coach's belief in people's desire to be competent. It reinforces the sense of achievement in the other person and contributes to the commitment to continuous improvement. Making affirmations during a coaching interaction can draw attention to two sets of competencies demonstrated by the person, such as those competencies that the person has demonstrated at work and those competencies that the person demonstrates during a coaching interaction. This critical tool is the ability to use the other four, in order to create the essential characteristics of a coach meeting. This means:Take responsibility for your own behavior and accept responsibility for the outcome of the coaching interaction. In other words: "If it turned out, I had responsibility for it." Understand and be committed to creating the essential conditions of coaching during each interaction as a coach. Understand and be committed to developing the basic form of conversation during each coach section.

A fundamental part of the discipline required by the coach is managing the fundamentals of the conversation.

The form of a coaching conversation is the fundamental form to which we refer and consists of an initial process of expanding information, followed by focusing the information.

In the first phase or expansion phase, the coach fundamentally does two things:

1. Provide the information you have in reference to the purpose of the interaction. Help the other person to develop related information.

In the second phase, the coach applies the information obtained in the first phase, in achieving a positive result.

The practical application of the concepts of expanding and focusing, varies according to the type of conversation you want to carry out.

All of these conversations are focused on performance management.

5. Characteristics of coaching

The essential ones are five, these are:

1. CONCRETE: They focus on behaviors that can be improved. The coach uses language that is to the point and encourages the person who is “coaching” to be specific. It focuses on the objective and descriptive aspects of performance. Performance can only be improved when it can be accurately described that both parties understand exactly the same thing that is being discussed. INTERACTIVE: In this type of conversation, information is exchanged. Questions and answers are given, ideas are exchanged with the full involvement of both parties. SHARED RESPONSIBILITY: Both the coach and the subordinate have a shared responsibility to work together in the continuous improvement of performance.All participants share the responsibility for making the conversation as useful as possible and for improving the performance that follows the conversation. SPECIFIC FORM: This form is determined by two main factors: the goal of the conversation is clearly defined and the Conversation flow involves a first phase in which the information is expanded, to then focus it on specific aspects as the participants achieve the goal set at the beginning of the conversation. RESPECT: The leader who uses this model communicates throughout moment your respect for the person who receives the coaching.The goal of the conversation is clearly defined and the flow of the conversation involves a first phase in which the information is expanded, to then focus it on specific aspects to the extent that the participants achieve the goal set at the beginning of the conversation.: The leader who uses this model communicates at all times his respect for the person receiving the coaching.The goal of the conversation is clearly defined and the flow of the conversation involves a first phase in which the information is expanded, to then focus it on specific aspects to the extent that the participants achieve the goal set at the beginning of the conversation.: The leader who uses this model communicates at all times his respect for the person receiving the coaching.

Elements of Coaching

They are as follows:

1. VALUES: Coaching is fundamentally based on the underlying values ​​that have already been discussed. If not, it simply becomes a series of behavioral tricks or some interesting communication techniques. RESULTS: Coaching is a results-oriented process that results in continuous performance improvement, either individually or in groups. DISCIPLINE: Coaching it is a disciplinary interaction. In order to achieve the goal of continuous improvement, a coach must be disciplined enough to create the essential conditions, learn, develop, and use critical skills and properly handle a coaching conversation. TRAINING: To engage in real coaching conversations, training is required. Intuitive knowledge or simple memorization of ideas and concepts is not enough,This does not guarantee that conversations aimed at improving performance will take place.

Coaching… The new leadership

A leadership vision will have to be built that inspires the team to meet momentous goals. There are many momentous phrases like "being number one in total customer satisfaction." This phrase and many must be an inspiring vision of leadership, a vision that must be shared by all team members.

For all this there are three lessons that are:

1. That work should be seen as important, that it should lead to a goal understood and shared by all, that values ​​should guide all plans, decisions and updates.

Leading successful teams is the art of transcendent vision, satisfaction for superior achievement.

A comparative table is shown showing the general differences between traditional leadership and coaching leadership.

	TRADITIONAL LEADERSHIP	LEADERSHIP COACHING
VISION OF THE LEADER	"The sales quota".	Leadership, being a champion.
PLANNING	Annual / Quarterly / Monthly.	Annual / Weekly / Daily.
EXECUTION - ASSESSMENT	Daily / Monthly / Quarterly.	Daily.
SETTINGS	Monthly / Quarterly	Day day.
GOALS	Meet the goals set by the company.	The leadership of the company in the market. "Win every game."
MANAGEMENT STYLE	Authoritarian.	By example.
DISCIPLINE	Norms and Orders.	Through values ​​and personal example.
WORK SCENARIO	Office.	Land - Client
STAFF PICK	Generally delegated.	Directed and personally executed with the support of other areas.
TRAINING	Occasional, without medium and long-term goals.	Day - day, with specific objectives for each person and for the group and performance-oriented.
ACCOMPANIMENT TO THE FIELD	Occasional, to control, supervise and give orders.	Daily, to observe growth and development and to reformulate action plans.
MOTIVATIONAL SYSTEMS	Economical.	Economics, individualized motivation systems and career development.
WORK SYSTEMS	Individualized.	Teamwork.

6. Coaching and the art of management

The manager is seen as a team captain, father, commander, model, source of wisdom, guide, instructor, facilitator, initiator, mediator, navigator, ship pilot, and everything in between, a mix of nurse and Attila the Conqueror. We ask that they see the manager as a coach, as the creator of a culture for effective management, which in turn creates the context for good coaching.

Seeing the manager as a coach and as the creator of a culture for coaching is a new paradigm for management. By paradigm we understand a series of assumptions, everyday truths and conventional wisdom about people and work in organizations. The prevailing paradigm has to do with control, order and obedience, which has the consequence that people are converted into objects, measured and used. Coaching, on the other hand, aims to discover actions that empower people to contribute more fully and productively, with less alignment than that implied by the control model.

We see coaching not as a subspecies of management but as its essential nucleus, when managers are really effective, what is happening is coaching, so much so that we propose that coaching can be the essential difference between ordinary and extraordinary managers.

The essence of effective management is as elusive as the essence of art.

We cannot explain it after it has happened. Yet conventional wisdom holds that managers are most effective when they learn the prescribed techniques, principles, and rules.

The assumption that we can know, prescriptively, what produces performance and that we can control all those factors and variables are the main barriers to achieving better results.

Effective management continues to be essentially an art-the art of "getting things done through people." Thinking of management as an art - rather than as a series of techniques - is potentially more fruitful, since it recognizes it as more than just a set of explicit techniques. Seeing it as an art implies invention more than conformity, practice more than prescription, wisdom more than mere knowledge.

When you look at what an effective manager does, we see clearly that a manager in action is a lot like watching an artist in action. Managers who pay attention to what's going on perform better than managers who try to memorize techniques, fixed recipes, and rational models.

The result of the work depends on the quality of communication (speaking and listening) between the manager and his people.

The manager's effectiveness arises from the level of association that is created between him and the people with whom, through whom and by whom the work is done and the results are generated.

Effective managers are skilled at creating an organizational climate that empowers their people. Management can be seen essentially as a people-based art that focuses on creating and maintaining a climate, environment, and context that enables people to achieve desired results and accomplishments. Coaching, as we use the term, refers to the activity of creating, through communication, the climate, environment and context that empowers individuals and teams to generate results.

In addition to studying the model of great coaches, what can a manager do to become a good coach in a business context? The answer, of course, depends on the paradigm. In the prevailing paradigm, the answer is likely to be almost technical: What causal actions produce what specific effects? In the new paradigm of coaching, the answer is: listen, especially for commitment and for the possibility of action stemming from that commitment. Listening is the primary means of providing the necessary context for engagement, possibility, and relevant action. Prioritizing listening over control is a change in itself.

Our understanding of the power of the coaching relationship is based on considering that it represents a fundamental change in our current way of thinking about management effectiveness. This change gives us the possibility of an extraordinary increase in effectiveness, as long as we are willing to question some of our habitual ways of thinking about management.

It is about changing from a paradigm concerned with hierarchical authority, order and control (in addition to a motivation based on insecurity) to one based on partnership for the achievement of results and the commitment to collaborate in achieving new possibilities rather than in maintaining old structures. We are stuck to a model that tries to control and, more specifically, specify the behavior of employees to improve effectiveness, productivity and competitiveness. What is missing are people committed to achieving excellent results and empowered to do so, and that is the goal of coaching.

Managers have long sought a way to pinpoint the skills that make up the elusive "art" of management.

Coaching captures these essential traits in a way that allows people to change the control / order / prescription paradigm into one designed to recognize and empower people in action. It creates a new management context, one that fosters a genuine partnership between managers and employees so that both can accomplish more than they have previously imagined from the perspective of our traditional management culture.

Coaching is presented as a conversation that creates that new culture, not as a technique within the old culture. It occurs within a particular type of relationship between the manager and her employees.

Differences Between Managers And Coaches

Coaching and empowerment are not just nice ideas that are good for people. They are becoming a strategic necessity for companies committed to success. We will always need management, however her style is turning from control and prediction, to empowering and creating the future we want.

We often think of coaching as something related to sports or performing arts, like the director of a play or an orchestra. The interest and enthusiasm to bring coaching to the field of business organizations is something recent. There is, however, a lot of confusion about what coaching really is, what its differences are from management, and how to make it truly unique.

Coaching is a different paradigm, a different context for things to be accomplished in teamwork. Coaching requires a new way of observing, a new way of thinking, and a new "way of being."

Although many managers can also naturally be good coaches, there are traditionally some fundamental differences.

The global economy and competition have "changed the game." Companies today cannot afford to control everything from above. Successful companies are those that can respond quickly to changes in markets, technologies, government policies, and social attitudes.

This kind of capacity for change cannot be effectively programmed into systems and procedures.

Organizations need people who can think for themselves and respond instantly to what is needed and wanted, just like in an international competition.

Therefore the differences between MANAGERS AND COACHES are:

• Managers see their role as that of directing and controlling the performance of their people, to obtain predictable results. Coaches see their work as a way to empower their people to achieve unprecedented results. Managers have goals and are generally focused on pre-defined goals. Coaches are oriented to the commitments of the people who coach and align the goals with the common goals of the company. Managers try to motivate people. Coaches insist that people motivate themselves. Managers are responsible for the people they lead. Coaches demand that the people they coach are responsible for themselves and for the game they are playing. Managers gain power from the authority of their position.Coaches get them from their relationships with the people they coach and from their mutual commitments. Managers think about what is wrong and why things happen. Coaches are looking from the future to create a context of engagement for a new reality and look for what is "lacking." Managers look to the future based on their best predictions. Coaches look to the future as a possibility, in the context of a commitment to create reality. Managers lead teams. Coaches create possibilities for others to lead, and managers determine what the team can do. Coaches make unreasonable commitments and then plan how to carry them out. Managers solve problems against limits and obstacles.Coaches use limits and hurdles to declare breaks and get unprecedented results. Managers focus on techniques to get people to do the job. Coaches provide a way to see possibilities and to choose for themselves. Managers use rewards and punishments to control behaviors. Coaches trust and allow coachees to decide their own behavior. Managers are reasonable. Unreasonable coaches. Managers think people work for them. Coaches work for the people who coach. Managers may or may not like the people they drive. Coaches love people they coach whether they like it or not. Managers look for results and may or may not agree with the reasons why they happen.Coaches look for results and see if actions are consistent with people's commitments, managers maintain and defend the existing organizational culture. Coaches create a new culture.

Organizations need people who can think for themselves, who are responsible for everything that happens in their company because they feel that way. Coaching has become a strategic necessity for companies committed to producing unprecedented results.

7. Conclusions

Coaching is a new paradigm, where it requires a new set of skills, including managing people and tasks. Evers, Rush and Berdrow (1998) define competence as “Ensuring that the work that must be done is carried out by the appropriate people and measuring and evaluating the results, contrasting them with the prescribed objectives.

Managing people goes beyond the supervision of attendance, punctuality and efficiency. It includes leading people to achieve the highest levels of productivity required by the competitive environment. To reach these levels, commitment, goal orientation, alignment in purpose, motivation and perception of equality and justice are required. This involves engaging, sharing, approving, and guiding. Those who are supervised need to have a sense of direction and the resources required to accomplish their tasks. They need the authority to make decisions on time and take advantage of opportunities. They also need the information to evaluate their results.

Today, the management of people and tasks is based on a model of mutual benefits and cooperation. There is a strong sense of social responsibility for the well-being of employees.

People and task management include: coordination, decision making, leadership influence, planning and organization, as well as conflict management.

The current situation of our economy and the development of the global market make the permanent updating and growth of a highly qualified and motivated workforce imperative. To achieve this, companies are discovering that the skills of Supervisors and Managers must change. In order to obtain maximum performance from the workforce, more than bosses we need “coaches”.

As Managers or Supervisor, your role is very similar to that of a coach of any sports team. All of your team members have different talents and different skill levels. That is why you are responsible for achieving results with that special mix of people, that is, keeping them inspired, motivated and working together to achieve the objectives of your organization.

The best coaches are those who know how to motivate others to succeed in their job performance, how to maintain the effort to achieve goals, how to believe in yourself and how to overcome failures.