Month: September 2010


Leadership

September 29, 2010

General, News

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2. Confidence vs. Control People do not just do not like to be controlled, but also that the control is no longer effective. The emotions predispose actions, depending on the emotional why we are being crossed, there are behaviors that are possible and others not. The control is based on the emotionality of the fear that restricts creativity, innovation and learning, people stop taking risks and facing challenges to go unnoticed and abide by the status quo. But the jobs have changed over time, today there is no simple task that this is where you do not have to be taken once a decision or face a challenge.

When that happens you can not always be there, plus you should not be there. The leader’s role is more akin to a conversational character operational again in another article on this point. On the other hand although it may be difficult to admit, most of the time the employees know more of his work that his own boss. So what roads can be opened to what is necessary is done? a) Build the enabling environment for action. The new regulatory systems require a different emotional for the emergence of skills required of new job profiles, talk of independent people who can respond quickly to change, proactive, capable of challenging targets and openness to learning. The emotionality that enables this kind of behavior is trust. b) The manager no longer in control coach focuses on actions and processes to manage results. 3.

The skills missing from their employees or equipment are an indicator of management. How many of us have seen year after year as performance evaluations, there are employees who consistently get low scores and immense opportunities for improvement to put it positively, such cases are resolved by dismissal or job rotation. Another point view that enables you to design actions to improve results is that: one of the indicators of competence as a leader, is directly related to development and learning of his team. The manager coach bet on the potential of each employee, the competent perceive possibilities beyond their present, while working in the gap between their current situation and the situation to achieve. Developing skills is a process of learning. All learning brings with it a small crisis for those passing through it is a movement of deconstruction and reconstruction that involves a level of anxiety and uncertainty. To cope with less resistance is important that the leader will hold its bond and generate an environment conducive to learning without penalizing the error. Under the coaching understand that someone learns when it increases its capacity to act effectively. So for anyone to learn is necessary to create the space for it to work, and occasionally make mistakes, mistakes and successes are well considered valued opportunities to learn. The question of leading the process will point to what is missing, and how I can assist the team to anticipate their breaks, to facilitate their learning and help dissolve the limitations?


Management Coaching

September 16, 2010

General, News

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Certainly the specific objectives of Management Coaching process are set by the client and coach together. However, we note that generally pursue these goals that the client achieve a better adaptation to change, improved personal and professional performance through the development of their skills, reach a steady balance between different aspects of their lives, and get a deeper personal relationship, with the consequent enjoyment by their actions and feelings self-actualization. For Garcia and Garrido et al (2006), a Coaching is understood as a system that includes concepts, structures, processes, tools and measuring instruments and groups of people, also includes a leadership style, a particular form of select people or create groups of people in development. Turn helps employees improve their job skills through praise and positive feedback based on observation. Therefore it is an activity that improves performance on an ongoing basis. Specifically, it is a conversation that involves at least two people in our case to a supervisor and an individual, although it may be between a superior and his team. The concept behind this definition has not been coaching unless a 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 any improvement occurs, then what happened was an interaction of some kind, but not one for Dezerega (2007), coaching is assumed as a system of professional relationship that includes concepts, structure, processes and tools specific , which improves performance on an ongoing basis, through verbal and nonverbal communication.