Tag: management coaching role
Coaching as a management tool involves two key figures: the coach and coachee. Thus the goal Management Coaching strategic competence is the activity carried out by a manager or executive (coach, guide, leader), to guide or lead to an employee (coachee, guided) a to a place or a goal each agreed, using specialized media a strategies or the coach manages to achieve lead to coachee at the agreed (or situation that is mutually achieved. In coaching we can then associate with the activities to achieve progress and shifting of the coachee towards the desired situation. The level of coaching success is measured both by the level at which progress is achieved or desired displacement, and by the degree of support "of this feed-in time: the stages of development and sustainability depend on both the coach and the (os) coachee (s). The executive or manager, to become in coach-requires management to acquire expertise in those areas that beyond its technical and managerial skills will empower and coach business in a context of human groups transformational leadership: leadership that is human systems shaped by human beings, cultural and emotional interrelated by multiple and complex conversational networks – verbal and nonverbal, which seek to achieve individual and collective goals. Hence the manager to act as coach-in a context of transformational leadership, not just increase their skills purely linguistic or cognitive-necessarily perfect, but requires well-mastered skills, emotional and body to provide it to him-and-reach groups by situations of optimal individual performance, group and organizational levels, leading to the achievement of high levels of prosperity and happiness.
Inspirational motivation has to do with clear communication of expectations, vision and mission and a shared commitment to the organization, actively engaging employees, providing the challenges and excitement in them. Intellectual Stimulation (IS), is related to actions and behaviors such as the stimulation of creativity and innovation partners, through constant questioning and finding new ways to perform their activities, reformulating problems and challenging them to alternatives outside the status quo. The individualized consideration, it is to pay special attention to the needs of individuals and groups to develop and grow according to the needs of the organization. All this in order to achieve better performance and greater satisfaction, fostering a greater commitment, involvement and loyalty, with less stress and despite the contingencies, and even, according to circumstances, try to reinforce, or change-culture and organizational policy, more participatory or more directors. The executive or manager, to become a coach, need to acquire managerial expertise in those areas that beyond its technical and managerial skills will empower and coach business leadership in a context of transforming human groups: it is in the leadership of human systems configured by human beings, culturally and emotionally interrelated, multiple and complex conversational networks, verbal and nonverbal that seek to achieve individual and collective goals. For this reason this course is aimed at providing a systemic approach based on Management Coaching, in order to increase the powers management. Management Methods of Coaching can be seen basically two different modes of Coaching Management. The first where the coach is external.
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.