Unlike other facilitators of learning, the coach does not seek the transfer of experience, or transmit theoretical knowledge, as a teacher or teacher would.
Notably, it does not provide solutions like consultants, nor does it give step-by-step instructions as an instructor might. Of course, it facilitates learning but it is not part of what we know in the organizational world as a facilitator. Hoffman (2007: 62) participates in the debate when he states: " The basic function of the coach is to facilitate the generation of learning for the client that allows him to grow and self-manage with respect to the effective use of the resources at his disposal."
So, one might ask how does the coach generate learning in the organization? What is learned from the coach? In the first instance, the professional coach does not think that he has the answers to the questions that may arise from specific situations in the workplace. It is not believed, because it simply is not, an expert with tools to solve anything. Your level of consciousness (your "private" or internal conversations) should be oriented towards the conviction that each person has the potential to find their own answers. Binoche cited by Caby (2004: 74) refers in this way: “This definition presupposes our conviction of the existence of a potential for development, of personal resources in every coachee; the coach is responsible for its revelation through maieutics ”.
The coach helps to reach the maximum potential, previously making the person commit to reaching their goals. How do you do the above? "Opening" the eyes of the people of the organization, through empowering conversations, so that they define their objectives and of course share them.
And we ask again, what is learned from the coach? It could be their attitude, their way of behaving. Therefore, the one who exercises this role, according to some authors, must be a model. In the case that refers to the development of competencies, Alles (2005: 163) refers to that when he says: “ For this, the coach must meet certain specific requirements, one of them very important: to be a benchmark in the competence to be developed "
Of course, we also learn strategies to make the right decisions at the right time, techniques to communicate effectively and tactics to overcome difficulties.
From the perspective of Neuro-Linguistic Programming, a discipline “auxiliary to every coach”, it is pertinent for this professional of organizational assistance to provide access routes for his clients towards what is known in NLP as a “state of fullness of resources”. Dilts (2004: 103) mentions it when he states: "Having effective methods to select and manage one's internal state is an essential part of a successful performance".
Because it is understood that learning in humans occurs more effectively (especially self-learning) when there is a willingness to do so, and this state of fullness of resources has a lot to do with the person's self-concept and vision. of the world to which he perceives to belong. Echeverría (2006: 111) refers to this when he states: “The human being, in his actions, not only reacts to what happens, but also responds according to the way he observes himself and the way he observes the world and the things that inhabit it "
Precisely there is the work of the coach; improve the observation of the members of the organization about themselves and stimulate the states conducive to learning to occur.
There are also situations, such as collective processes, in which organizations seem to be asleep, all together taking a long nap. In this case, the coach's task is to activate learning, making the organization "wake up" where it carries out its intervention process. Dilts (2004: 263) says in this regard:
Awakening involves helping people grow and evolve at the level of vision, purpose, and spirit. Coach-awakeners support others by helping them develop a greater awareness of their calling or vocation, their unconscious resources, and the larger systems to which they belong.
At this point, we can conclude that what is learned from the coach is to channel energy. The person or group of them will always learn from themselves. Miiedaner (2002: 27) assures it this way: ” Coaching will teach you to eliminate the elements that consume your energy and to get those that provide them. The more energy you have, the more powerful and strong you will be "
Bibliography
Alles, Martha. Development of Human Talent Based on Competencies. Granica Editions. Buenos Aires. 2005.
Caby, Francois. Coaching. Editorial De Vecchi. Barcelona. 2004.
Dilts, Robert. Coaching, tools for change. Urano Editions. Barcelona. 2004.
Echeverría, Rafael. The Emerging Company. Granica. Buenos Aires. 2006.
Hoffmann, Wolfgang. Professional Coach Manual. Norma Editorial Group. Bogotá. 2007.
Miedaner, Talane. Coaching for Success. Urano Editions. Barcelona. 2002.
