We have had to recover the mayeutic technique of the great masters (Greek, Chinese…) of Antiquity. The so-called coaching, due to its internal scope, seems a method of high potential in the development of managers of different levels, although perhaps not all juniors have access to this experience. Lifelong learning and development, as we know, constitutes a solid mantra for everyone, and, in regard to soft competencies, coaching is, in effect, an ideal solution - alternative or complementary - for some of the needs of the manager in our neosecular setting. How to exotericize the mayeutic technique, which still seemed to be considered something esoteric? We propose to advance in the enrichment of certain workshops for managers,by incorporating penetrating conversations typical of coaching: it would be a first contact with the technique.
In these paragraphs we address the possibilities offered by a variant of group coaching that we find interesting for future or recent managers: the maieutic workshop. Perhaps the training of young managers would have to be reinvented, and, for those who do not have access to masters, it would be necessary to offer something more than the well-known seminars of effective presentations, participation in meetings, teamwork, leadership, negotiation, etc. As a consultant, I adhere to those who are advancing in the reengineering of lifelong learning in companies, and aiming for blended learning. But in the panorama of the highly blended postulate, I would incorporate the mayeutic technique (and, by the way, I would put e-learning under observation).
As it happens precisely (this will not be interpreted as an analogy of methods) with online learning, it seems that coaching is often talked about in the abstract; In other words, it is spoken of as a method -or as a business, or as a sector-, and not so much about the objectives to be achieved by the coachee or coachees. From the outside, it is known to a large extent to be about penetrating and encouraging dialogue, which, among other purposes, can be considered highly effective in developing or cultivating beliefs, attitudes, strengths, social skills, and behaviors. And of course, if the dialogue also pointed to the unconscious mind, we could achieve goals of even greater importance; but I do not aim so far here, and I only submit for consideration the enrichment of the traditional seminars for managers, incorporating,where appropriate (in line with the objectives pursued), the technique, the mastery, the experience of the maieutic coaches.
Some objectives for maieutic coaching
Speaking of pending subjects, almost all of us have several, but the knowledge of ourselves is very widespread and is especially serious in young managers (and not so young): that is where we could start. After deploying the analyzable dimensions in our competence profile, the singular maieutic dialogues, among other applications, can bring us closer to self-knowledge and self-control, to put them at the service of our professional achievements. We have to know ourselves (knowledge, thoughts, feelings, virtues, values, desires…), both to identify, and try to neutralize, what is negative we have, as well as to better exploit what - much or little - positive. And we must be aware of the benefits that this generates and the risks - many and serious - that this entails.
Let me refer - just a few lines - to adolescent anorexia. It seemed to me to perceive that one of the keys to treatment is for patients to be constantly aware of their illness. For this to be the case, even after regaining weight, patients have to follow a particular diet and scheduled routines, with periodic visits to the hospital. They cannot be forgotten; they feel under control, watched, while they are in treatment, but this should be the way to keep them aware of their disorder, even if they seem to have regained their desirable eating habits.
This is to say that managers sometimes have special self-awareness disorders -and even behavior, in some cases- and are not aware of the problem; Disorders that could affect the proper functioning of the organization and that are almost always left untreated. I know that saying it will seem superfluous, but it is that individuals, in general, are not aware of what we lack, or what we have excess, in the professional profile. In such cases, someone needs to make us aware of our dysfunction, perhaps both self-defense and self-destructive; not easy this. A good coach could sensitize us, even in group sessions, although later one-on-one work would be required to overcome, where appropriate, any problem detected in time.
Among the more general objectives of coaching is also the quality of life at work, relational effectiveness, the digestion of successes and failures, etc., not to mention more specific and particular goals; but I speak of knowing and mastering ourselves because it seems to me the best start.
Self-knowledge and personal mastery
Fortunately, knowing each other thoroughly or not, many managers seem exemplary, or, more specifically, they seem upright, efficient and aware of reality; but who tells the narcissist that he is making a fool of himself? Who tells the cynic that nobody believes him anymore? Who tells the corrupt that his face is telling? These behaviors may seem extreme, so let's lower the bar: who tells the boss that their idea is not the best? Who tells the complacent to limit himself to savoring? Who tells the arrogant to limit himself to mere self-confidence? Who tells the neurotic that everything works better when he is not there? Who tells the visionary that intuition is something else more serious? It is better prevent.
Let's keep lowering the bar. Who tells the pessimist not to consider the project a failure? Who tells the stressed out that they can and should work in their balance zone, and still experience flow? Who tells the infallible boss that, despite the size of his office, his technical knowledge is already inferior to that of his subordinates? Who tells the boastful that the credit is not his? Who tells the faint-hearted that he is an incomplete human being? It is not necessary to continue: all of us, all of us - directors or not - must be aware of what we are, what we know, what we think, what we feel and how we act; and, in principle, we should be without great help, after looking closely in the mirror, questioning our perceptions and slowing down our inferences.
It is said that we must realize. That we must listen to our inner voice. That we must know our strengths and weaknesses, and have a definite purpose -purpose- in personal and professional life. That we have to be aware of our concerns and feelings, of our fears, of our degree of commitment, of our degree of professional satisfaction… That we have to know what we want, what we pursue, and go for it with conviction. Self-management, personal mastery or self-control that experts like Senge spoke to us, is inexcusable in the management function within the company and, according to the experts, it presents several dimensions; In them we can also identify traits of intrapersonal intelligence that psychologists talked about: Here I point out some of these dimensions ofself-mastery:
- Self-AwarenessSelf-AwarenessSelf-UnderstandingIntegritySelf-QuestioningSelf-DisciplineSelf-ConfidencePurpose Eagerness To AchieveOptimism
We could extend the list, but, for our part, we would only add here a commitment to our own quality of life and that of the area of influence. We cannot configure the desirable personal domain of the manager without the double objective of efficiency and quality of life at work; so that we would “read” all these dimensions, without losing sight of the achievement of results and self-satisfaction, and also those of the manager's area of influence or responsibility. Without this thought, the scope of self-control could diverge, and we find it more convenient to make it converge in the formulated objectives. Just as motivation is dangerous without integrity (as Hock says) and perverse intelligence is abominable (my grandmother used to say), self-control can be irrelevant, or worse,if it does not aim for a stimulating and healthy end.
The maieutic workshop
Well, that: to encourage our development starting from self-control, the mayeutical technique seems advisable. The maieutic workshop that we defend could serve various purposes (attention to one's own quality of life and the environment of influence, development of values or strengths, improvement of communication skills, such as feedback, praise, etc.), but, returning To the chosen example, don't you think that more than one junior manager would take much advantage of a workshop to raise awareness and reflection on their own self-knowledge, self-control, or the synergistic relationship between professional effectiveness and quality of life at work? Wouldn't most of us need to get out of the vicious cycle of nervous tension and psychic entropy,to reinforce the virtuous of high performance satisfaction and even autotelic enjoyment? Above all this there is much to read or listen to, before beginning a penetrating and uplifting dialogue or conversation; That is why we would bet on a type of workshop in which, led by a coach, each session or unit will consist of a “doctrinal” part and a “mayeutical” part. Could the theoretical approach part be replaced by previous readings or online phases? Although selected, or prepared ad hoc, some readings can be enriching and integrating; but we would speak, in any case, of partial substitution. E-learning would be useful, but the fact is that, since everyone admits that good e-learning is expensive, it seems to have opted for the cheap one…That is why we would bet on a type of workshop in which, led by a coach, each session or unit will consist of a “doctrinal” part and a “mayeutical” part. Could the theoretical approach part be replaced by previous readings or online phases? Although selected, or prepared ad hoc, some readings can be enriching and integrating; but we would speak, in any case, of partial substitution. E-learning would be useful, but the fact is that, since everyone admits that good e-learning is expensive, it seems to have opted for the cheap one…That is why we would bet on a type of workshop in which, led by a coach, each session or unit will consist of a “doctrinal” part and a “mayeutical” part. Could the theoretical approach part be replaced by previous readings or online phases? Although selected, or prepared ad hoc, some readings can be enriching and integrating; but we would speak, in any case, of partial substitution. E-learning would be useful, but the fact is that, since everyone admits that good e-learning is expensive, it seems to have opted for the cheap one…some readings can be enriching and integrating; but we would speak, in any case, of partial substitution. E-learning would be useful, but the fact is that, since everyone admits that good e-learning is expensive, it seems to have opted for the cheap one…some readings can be enriching and integrating; but we would speak, in any case, of partial substitution. E-learning would be useful, but the fact is that, since everyone admits that good e-learning is expensive, it seems to have opted for the cheap one…
Apart from the preliminary preparatory phase of individual work, a maieutic workshop may have, for example, PowerPoint images and exercises or dynamics, but it has, above all, questions from the coach: questions of various kinds. Taking inspiration from Michael Gose of Pepperdine University, I would classify them like this:
- Deep, penetrating. Integrative, that strengthen connections. Situational; For example, in devil's advocate mode Provocative, stimulating interventions Guiding, directing progress Reinforcing roles in participants
But be careful: questions are only good if they contribute to the objective; they are not good for being inclusive, penetrating, etc. A maieutic workshop, as this writer interprets it, is a workshop reinforced with disturbing, penetrating, provocative, encouraging, extractive, revealing, agitating questions…, which are aimed at eliminating barriers and promoting the achievement of development objectives, already be it self-control, autotelic orientation, renewal of deep-rooted beliefs, enhance job satisfaction, or better manage elements such as time, relationships, genuine intuition, diversity, or self-care. If it did not serve its purpose, this type of workshop would serve to initiate us in the penetrating, edifying and enriching conversation,which by the way seems another pending subject; but it must serve the objectives formulated, like any other training action.
Our development
Large companies have important training and development departments (or "development and training" in some cases). It seems appropriate here to link the management development objectives with the method we propose. I think that the development of young professionals and managers presents at least four different aspects (although I improvise, and perhaps I should have asked the directors of these departments):
- VisualSocialProfessionalPersonal
I believe that more developed managers, so to speak, have a greater angle of vision and reach further with their gaze, both in space and in time; they also perceive themselves better, more rigorously, which is much more important than it may seem. A deviant development can lead, for example, to narcissism, perhaps as a consequence of poorly digested success. So that development leads to a better perception of external and internal reality: open-mindedness, perspective, good judgment, vision of the future, self-knowledge, self-criticism…
In the social sphere, I believe that the most developed people attend to the collective good and do not stop at their own good; they even subordinate the latter to the former. Developmental psychologists suggest something like this (Kohlberg, Loevinger…), but management gurus also say it: it must be important. The collective gain finds favorable winds, while the individual does not usually last long, especially if it is won against the community. The movements in favor of ethics and integrity in the company cannot be surprising, although not all are fully authentic; nor can the proclamation of values chosen from among the most universal, as a showcase of the culture or style of the organization, surprise.
Professionally, the most developed join their expertise in incorporating new (and better) techniques and methods. If we look at managers, we have to think about the changes that have taken place in relationships with collaborators and the new functions required, related to innovation, collective learning, quality of life, etc. Young managers must avoid contagion of bad practices; They have to advance assuming their personal leadership, and recovering a certain autothelium consistent with their professional vocation. It is not about fighting for power to have it, but, in your case, to do great things.
I finally include personal development because it certainly affects job performance, especially in the case of managers. We are all morally obliged to adequately develop our capacities as human beings, so that if evil intelligences can be condemned, also, to some extent, the wasted or underutilized. We must cultivate in youth a negentropizing vital purpose, and perhaps later seek a company whose values and objectives are harmonious or compatible with ours; but personal development, assuming new roles or responsibilities, reaches the third or fourth age and is missed when it is not seen.
Well, after this synthesis, as mine as it is debatable, of what development is when it is talked about in the areas of human resources, I believe that coaching in general, and specifically the mayeutic workshops, constitute a solution to take more into account.
Concluding
You may wonder what I want you to say, modestly but specifically, when defending the exotericization of coaching through mayeutic workshops, and, above all, when proposing the development of the "soul" of managers and the improvement of their quality of life. Well indeed there are several things whose observation worries me, and that I wanted to finally submit to the reader's consideration:
The competency movement may be forgetting to delve into competencies that do not quite fit into the knowledge or skills chapter: for example, beliefs, attitudes, feelings, strengths, etc.
Perhaps the traditional seminars (effective presentations, participation in meetings, negotiating successfully, etc.) are insufficient, and the effectiveness of learning requires a certain reengineering of training models in companies.
Self-knowledge and self-control is extremely important, and inexcusable for managers; on the other hand, self-deception constitutes a high risk for the organization.
Managers should perhaps resolve their options (between integrity and corruption, between success and happiness, between being a specialist and a generalist, between risk and safety, between leadership and management, etc.) sooner and better. possible.
We always have things to learn and, in the company, perhaps our most serious sin is the presumption of infallibility (apparently proportional to the power that is wielded); But we have so many sins that it is difficult to sort them by gravity.
The coaching, when we have a good knowledge of the art, is a penetrant, efficacious method for the type of strengths and soft skills we referred; We aim at group coaching to reach more beneficiaries and without ruling out individual coaching.
The e-learning is much more powerful than it looks, but they seem to have imposed entropic interest in this market: it would seem that all actors seem to appear satisfied… except users. The majority of users are dissatisfied with e-learning.
We have human resources that can be better exploited: intuition, creativity, serendipity, autothelia, observation, purpose, integrity, empathy, reflective thinking, emotions, psychic energy, management of attention and awareness…
There are keys to collective success that are not being sufficiently exploited: win-win thinking, proactivity, the flow of knowledge, universally recognized strengths, emotional capital, community spirit…
Like the interior, the exterior reality is elusive and escapes us; We would have to work harder to open our horizons to perceive what we do not perceive, because almost all of us have outdated mental models.
Are you contributing to the happiness of your environment? I think it is a moral imperative, but you may not see it that way. How do you see it? Do you add or subtract happiness from your environment of influence?
Schedule more penetrating and effective workshops, because the training / development of future managers has not been bearing enough fruit in previous decades.
Bet on the Competency Movement, but also on the Positive Psychology Movement. Bet on Maieutics. Bet on your own satisfaction, in synergy with that of others.
Bet on emotional capital. Actually, emotional activation was exactly what the management gurus preached in Madrid last May (2004) when I heard them. Well, you manage your own bets, but let us all become aware of how things are and how they should be in organizations.
