It is evident that those who assume management positions must understand the new competencies and conditions in which a managerial role is exercised, the effective competencies to face the role of directing and leading today, it is very different, both due to new technologies and the differences that exist in people, especially those of generation "Y", people with greater knowledge, many capacities, abilities and understandings we require hard skills "Hard Skills" and soft skills "Soft Skills", we need to better understand and lead with new competencies fundamentally based on those that occur in mentoring and coaching, that is, to be a better manager we must first be good mentors and better coaches.
Ernesto Yturralde (2003), refers to the so-called “Hard Skills” or Hard Competences, as the technical skills required or acquired to perform certain tasks or functions and that are achieved and developed through education, training, training and sometimes in the same exercise of the functions and that are obviously necessary; The matter is obvious, for example, it is enough to read the operating manual of a machine or device to develop them in a certain field
The "Soft Skills", known as soft skills, social skills or people skills, are intra-personal and inter-personal, are those attitudinal skills required to have a good inter-relationship with others, skills to listen actively, to speak, to communicate, to lead, stimulate, delegate, analyze, to judge, to negotiate and reach agreements, to be aware of values, health and safety aspects, to work as a team -that is included- the attitude, the ability to motivation, self-motivation and achievement orientation are related to what is known as emotional intelligence (Goleman 1999); relationship, self-esteem, soft skills will require the will to pay more attention to the way we relate to others,and even formal training (Role Playing) through workshops, or seeking to put ourselves in situations that allow us to develop our skills regarding interpersonal relationships. A technically skilled person can spoil everything when communicating with her superiors, collaborators or, worse still, her Clients. Soft skills are transversal competences and include critical thinking, syndéresis, ethics, the ability to adapt to change, resilience, superimposing systemic thinking over linear thinking.collaborators or, worse still, their Clients. Soft skills are transversal competences and include critical thinking, syndéresis, ethics, the ability to adapt to change, resilience, superimposing systemic thinking over linear thinking.collaborators or, worse still, their Clients. Soft skills are transversal competences and include critical thinking, syndéresis, ethics, the ability to adapt to change, resilience, superimposing systemic thinking over linear thinking.
The effective combination of hard skills and soft skills, we will be able to solve certain critical social situations or in the ability to solve problems and achieve success in managerial management in the workplace, even social and family. Recognizing the importance of soft skills, we can refer to "life skills." They cannot stop being integrated.
The term "interpersonal competencies" can also be used to group these skills into one person. They are not only a particular ingredient, but are the result of a combination of social skills, communication, way of being, approach to others and other factors that make a person given to relate and communicate effectively with others, in both soft and hard skills can be developed.
Who is a mentor?
So let's see that the Mentor is the one that we have all had in life in one way or another, that exemplary someone who formed us, who gave us a life of our own, who guided us and guided us along the way, who accompanied us until we could do it. by ourselves.
The role of mentor dates back to the origins of man, specifically to Greek mythology around the 12th century BC, Homer in his work The Odyssey mentions Mentor as the one chosen by Ulysses to accompany the growth and development of his son Telemachus. Before his departure, to fight in the wars he fought, Ulysses looked for someone experienced and trustworthy to care for, educate, love, comfort and care for his son Telemachus, and also prepare him to succeed Ulysses on the throne. Later we would know that Mentor was the incarnation of Pallas Athena, Greek goddess of wisdom, arts, science and industry. (Minerva for the Romans).
In the 18th century, the term mentor was popularized with the meaning of wise guide and adviser thanks to François Fénelon, who published a work entitled "The Adventures of Telemachus". In this book, destined to train the grandson of Louis XIV, the Duke of Burgundy highlighted the educational role of Mentor with the mission of guiding his pupil to become a wise and prudent king
The Bible presents Joshua and Elisha advised and guided by Moses and Elijah respectively.
The Larousse Dictionary says: “Mentor: friend of Ulysses and teacher of his son Telemachus. His name has become synonymous with prudent counselor "
Hence, the term Mentor then began to apply to all those educated people, responsible teachers and advisers of someone with less experience.
From this history comes the term mentor or in gerund of English mentoring incorporated into modern administration.
Who is the managerial mentor?
Mentoring is defined by the philosopher José Ortega y Gasset (2007), as a personal learning process, in which the person assumes responsibility for their own personal and professional development, establishing a personalized relationship, in which the mentor shares their knowledge and dedicates his effort so that the mentee has new perspectives, enriches his way of thinking and develops his full potential as a person and as a professional.
The European Mentoring and Coaching Council defines mentoring as the “help that one person gives to another to make meaningful transitions in knowledge, work or thinking”. Here we understand by mentoring the process by which an experienced person helps in the personal and professional development of another, in a relationship
Mentoring in the business or organizational sense will be an advisory relationship between a mentor and his mentee. The mentor will offer her knowledge and experiences as a guide in the face of the difficulties that the mentee goes through, central aspects that constitute a mentoring relationship.
Mentoring is the offering of advice, information or guidance by a person who has experience and skills for the benefit of the personal and professional development of another person
Mentoring consists of developing, caring for, sharing and helping in a relationship in which one person invests time, know-how and effort in promoting the development of another person, in the field of knowledge and skills, and responding to needs critiques of that person's life in directions that prepare the individual for greater productivity or future success)
Mentoring is a complex technique, which engenders a whole philosophy, and which basically consists of one person (MENTOR / A) transferring their knowledge and experiences in a given subject or topic to another.
The duration of the process must be located in a period not less than one year. A shorter time can remove depth and a longer time an undesirable dependency.
It is a new practice and philosophy extended today in modern organizations, in which two people, one of them (The Manager) with more experience and wisdom, is firmly committed to guiding, helping, encouraging and supporting another MENTORED (A) (A Collaborator) in certain experiences with the objective of contributing, during or outside of work, to the personal and professional development of the latter. This new practice is framed within a work or social environment and is organized in a structured and systematic way.
With Mentoring, the mentor helps his collaborators as coaching to develop the skills most in line with their potential and to achieve, with their behaviors, pool knowledge and skills with other colleagues to satisfy the global requirements of the company. A Mentoring program, with its personalized one-to-one scheme, provides a flexible, adaptable approach, by its very essence, to each case and at all times. It is a different route.
Being a good manager who applies this philosophy implies:
It is not easy at all to tell a manager to become a mentor and a coach overnight, it undoubtedly requires a lot of commitment preparation, leaving old metacentric models of power and status, to feel that bosses are superior; my own experience I can say that it is always about being humble, simple, appreciating everyone as human beings, as if we are treating our children, neighbors or dear friends, the attitude of the person is worth more than a thousand charges
Goodwill. Become a mentor only if you are genuinely interested in being part of a relationship of this type and are willing to dedicate time and energy, a high willingness to share your knowledge and experience, accept the role of counselor, in which you as a mentor offer suggestions and you acknowledge the collaborator's right to disagree.
Willingness to honestly evaluate the strengths and weaknesses of the collaborator, to advise him in overcoming the latter.
Confidentiality. Information shared must be kept confidential.
Skills to act as a mentor: knowing how to teach, train, motivate, listen and communicate. Know how to think analytically and creatively, pose challenges and challenges, orient towards values and have a good humor.
Experience in the skills to be taught
Accept that the relationship can end, without recriminations, at any time, when one of the parties so wishes.
Do not interfere and maintain the integrity of the relationship between the employee and his boss.
Develop mentor values and qualities
- Self-awarenessEmotional balanceSelf-motivationObjective appraisal of othersPassion for the development of othersMedical flexibilityHonestyCommitmentInfluenceCustomer orientationCommunicationLeadershipRelationship developmentTeamworkConflict managementPromotion of changeDevelopment of othersCommitment of othersEmotional understandingComprehension of selfEmotional understanding
What skills does the mentor have?
- Ability to guide Ability to motivate and enthuse people Ability to listen Ability to communicate and excellent level of interaction Ability to share experiences and experiences Ability to help others set their own goals
Mentoring features
- Being Coaching par excellence, the mentor as a coach is an active leader, collaborator to develop qualities and attitudes for the future Give Advice: the Mentor helps the collaborator in solving problems and making decisions Give Advice: The Mentor provides the contacts that can enable the employee to achieve their goals Networking: the Mentor teaches you to take advantage of informal contacts outside of your professional environment
Objectives of mentoring in the company
- Increase the intellectual capital of the company by spreading knowledge and transferring useful experience Increase the motivation and commitment to the company of leaders and their team Promote the transmission of culture and values Develop leadership potential and improve quality management Shorten the learning curve and facilitate rapid integration of new hires Increase talent retention Build a portfolio of professionals to promote key positions
Coaching
Background to coaching
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 coach of the Miami Dolphins American 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; labor contracts almost disappeared to become a relationship of associates (company-employees) where what counts is mutual growth, development and learning with a common destiny: leadership.
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.
At the same time, it helps employees to improve their work skills through orientation, stimulation, development, challenges, challenges and positive feedback in observation.
It is also 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 his team.
When to coach?
Coaching should be applied when:
- There is poor or deficient feedback on the progress of employees, causing poor job performance Because many times people know little about their attributes and potential that they have and can develop When an employee from any area deserves to be congratulated for the exemplary execution 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.
I understand that there are four basic words to define the action of coaching:
S: Tune in and raise awareness with the Coache
E: Listen, Empathy, Empowerment
D: Challenge, objectives, goals
A: Support, Help, Growth
Coaching characteristics
The essentials are five:
1. Specify:
They focus on behaviors that can be improved. The coach uses language that is to the point and encourages the person doing "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 so that both parties understand exactly what is being discussed.
2. Interactive:
Information is exchanged in these types of conversations. Questions and answers are given, ideas are exchanged with the full involvement of both parties.
3. Shared responsibility
Both the coach and the coachee have a shared responsibility to work together to continually improve performance. All participants share the responsibility for making the conversation as useful as possible and for improving the performance that follows the conversation.
4. Specific form
This form is determined by two fundamental factors: the goal of the conversation is clearly defined and the flow of the conversation involves a first phase in which the information is expanded, and then focused on specific aspects as the participants achieve the goal. goal set at the beginning of the conversation.
5. Respect:
The manager using this model communicates at all times his respect for the person being coached.
Key Elements of Coaching
Values:
Coaching is fundamentally based on the underlying values that have already been discussed. If not, it just becomes a series of behavioral tricks or some interesting communication techniques.
Results:
Coaching is a results-oriented process that results in the continuous improvement of performance, whether individual or group.
Discipline:
Coaching 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 start real coaching conversations, you need training. Intuitive knowledge or the simple memorization of ideas and concepts is not enough, as this does not guarantee that conversations aimed at improving performance will take place.
Coaching modalities
One of the modalities is systemic coaching that promotes in the client the development of individual talent, their organizational skills and high performance environments. Emphasis is made through a process approach, opening possibilities to make distinctions between what "moves" the person: ideas, beliefs, values, prejudices; identifies the social environments in which he participates and the roles with which he communicates.
We also find coercive coaching, focused on the use of language and how it determines our behaviors and emotions. The ontological trainer will work fundamentally focused on the elaboration of the client's verbal and mental meaning, seeking that these meanings support the trainer's objectives.
- Coactive coaching: It is, according to the American school The Coaches Training Institute (CTI) where it originates, the most widespread coaching model today. It is based on the principle of coactivity, which places special emphasis on the design of the relationship between the coach and the client.Autocoaching: It is a methodology based on ontological coaching and based on the creation of options with the coaching of the Variety seeks to develop professional and human potential to achieve the best of oneself without face-to-face help. It is a method that teaches how to be happy and enjoy life with the people around you from self-knowledge and the application of a commitment to improve Variety Coaching:It is a complete and integrated taxonomic engine that facilitates the trained person to select from a database composed of a list of examples of factors and changes related to each other in a hierarchical way. Based on the ideas of lateral thinking and the factors of Frederick Herzberg, the coaching has undergone a total reengineering process in which a personalized computer application has been developed and patented that will model all the variations provided by religions, cultures, ages, Professions Life Coaching: Focuses its attention on the development of skills that improve the personal areas of the trainee, be it their love life, relationship, their physical condition and the achievement of personal goals. Executive coaching or coaching to companies instead:He focuses his work on the development of skills that facilitate obtaining results in the corporate sphere. In this case, the approach aims to train leadership, communication, time management and personal elements that directly influence the economic results of the company. It is a methodology widely used in senior management at an international level.Structural Coaching: It is the modality that, integrating different philosophies, psychologies and scientific advances, adheres at all times to the criteria of what Coaching is and means in its most orthodox version. This way of living Coaching feeds both on the wisdom of ancient cultures (Eastern, Egyptian, Greek, etc.) and on the contributions of some psychological currents (Humanist, Constructivist, etc.),as well as the most recent and innovative scientific advances (neurosciences, Quantum Physics, etc.) Integral Coaching: It can be confused with the "integral" or the integral psychology of Ken Wilber. This model integrates different philosophies, disciplines such as Integral transpersonal Coaching and tools from both companies and sports. Interactive coaching: It represents a way of doing coaching where the model of the trinitarian brain is integrated, initially outlined by Plato and George Gurdjieff, and more recently by Claudio Naranjo to work in an integrated way on the client's language, emotional self and instinctive self so that the client can gain awareness, thus achieving more influence on their system.Philosophical coaching is a coaching modality that seeks to avoid the conceptual fragmentation that exists in the various coaching schools, formulating it through philosophical foundations that give it adequate support and that provide it with a solid academic character.. There are hundreds of them through which general services are organized and provided. These associations are usually private, since the profession is not fully regulated.since the profession is not fully regulated.since the profession is not fully regulated.
Bibliography
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