Coaching is a discipline that is of great help for managers and executives when it is oriented to the search for results in organizations. It seeks to incorporate strategies focused on people and the processes, systems and structures where they effectively intervene. Devillard quoted by Caby (2004: 88) says in this regard:
Coaching opens a new perspective by allowing companies to develop their individual resource sources in their collaborators. The team dynamics itself is, for the company, a source of global and complete productivity that contains as much mobilization reserve as individual coaching, and therefore deserves to be exploited much better.
And the fact is that much has been said about the need for organizations to become knowledge societies, entities oriented to learning and managed accordingly. The considerations of thinkers of the stature of Drucker show the value that an organization acquires when subscribing to the task of building in a sustained way, collective knowledge.
From that perspective, where the coincidence in supporting it prevails, it is worth asking how is that desired knowledge built? One answer could be coaching. Because from its application in the organizational context it collaborates to build that society where a culture oriented to learning and knowledge management predominates. And that responsibility cannot be evaded as proposed by Echeverría (2006: 81) when he warns: " If we do not do the reflective work of learning, in the future we will only be able to repeat what we are doing today."
So another question would arise, what should the executive trained in coaching be able to do ? In the first instance, to become an agent of change, a transforming element with enough mastery to inspire and bring out the best in each person in the organization, without impositions, through their influence, using the invitation as a bridge between who is and what you can become. Echeverría (2006: 93) also suggests:
First, to ensure that what the worker does is consistent with what the company wants. Second, and this is important, to ensure that the worker can do his job in the best possible conditions, in order to reach his maximum performance.
Following the above, you should be able to function within the linguistic space of the conversation, establishing powerful connections with the members of your management unit, developing conversational skills that allow you to move within the scope of the language of persuasion and conviction.
In such a way that an executive or manager trained in coaching will be able to model behaviors aimed at establishing effective habits and fertile customs, which help dissolve “toxic” traditions that do not contribute to the achievement of business objectives.
Likewise, you will develop skills to co-create a culture where trust prevails, a fundamental basis for teamwork and an environment conducive to personal and professional growth.
Another of your great challenges will be to be a leader trainer in an organizational culture oriented to learning to learn.
The executive and manager trained in coaching will be able to transform the atmosphere of coexistence in the workplace and achieve the enjoyment of work activities for the members of the organization, breaking with the paradigm that work is an "effort", unburdening its negative connotation, incorporating or reinforcing values such as discipline, perseverance, perseverance and well-founded optimism.
You will be able to develop a planning, organization, coordination and execution system where the objectives and goals are shared by all, without restriction of information, with clear indicators, achievable in time and where shared responsibility prevails to reach them.
Finally, that executive or manager trained in coaching will decisively strengthen the relationships between the members of the organization and will summarize all their activities in one: serving. Covey (2005: 327) expresses it well when he points out: " Our relationships improve and become closer when we try to serve together our family, another family, an organization, a community or any other human need. "
Bibliography
Caby, Francois. Coaching. Editorial De Vecchi. Barcelona. 2004.
Covey, Stephen. The 8th. Habit. From Effectiveness to Greatness. Paidos Company. Bogotá. 2005.
Echeverría, Rafael. The Emerging Company. Granica. Buenos Aires. 2006.
