In this discussion organized by the ICF Panama Chapter, in which I participated as a panelist, we spoke with the members of the chapter and guests about:
What is team coaching?
How is it different from 1 on 1 coaching?
What are the challenges of team coaching?
What are the skills that a team coach should have?
This article was originally published in the newspaper “La Estrella” and is part of a biweekly column from the ICF Panama Chapter to disseminate what Professional Coaching is. It seeks to inform, create more awareness and differentiate professional coaching, in which the Coach is governed by ethical principles and is continually improving his or her skills.
See the original article in this link.
The team, as a work unit, is today a critical element for the success of almost any organisational effort. This is an assertion that very little can be questioned.
In the 2016 Deloitte Human Capital Trends study, the #1 concern among more than 7,000 companies (in more than 130 countries) was how to redesign the organisational structure for current conditions. The bottom line was to move to what Deloitte calls a “network of teams.” The pandemic has caused an amplification of this effect, making the effectiveness of work teams even more key to the success of the organisation.
This is why Team Coaching is an increasingly important modality in organisations to consistently and lastingly achieve a high level of performance, aligning teams around a collective purpose and objectives.
It is necessary for the whole to create more value than the sum of the parts, for each team member to take responsibility for their contribution (individual leadership), as well as for the functioning of the entire team (collective leadership). The team must be a learning team, where members, together, develop and adapt to the increasing speed of change and increasing complexity, uncertainty and ambiguity.
The Team Coach works with teams in real time, with a systemic perspective of the needs and challenges of stakeholders, to expand self-awareness, deepen capabilities and broaden abilities. In this way, the levels of effectiveness, cohesion, learning and performance can be transformed.
Other intervention modalities at the team level include: Facilitation, Training, “Team Building”, and Consulting. We will explore these and how they differ from Team Coaching. Each of these professional practices has value, and each is appropriate in certain circumstances. The important thing is to be clear at any given moment about what need we are trying to satisfy.
Team Facilitation: It serves to manage teamwork, in real time, in the implementation of a process or a tool, to achieve a goal. The facilitator promotes dialogue and clarity. Generally it is for a short period and the focus should be on the team collaborating to obtain the intended result.
Team Training: It is learning through reading, classes or exercises. The time is also short and increases knowledge in a specific area. It is, in essence, acquisition of new knowledge or development of skills.
“Team Building”: It works through games, simulations and other experiences organized during special events. It results in greater enthusiasm, cohesion, trust and respect among participants. The duration is even shorter and so is its impact.
Team Consulting: Led by an expert in the field, focused on proposing solutions and recommendations for implementation. The time is variable and is based on a work map that needs to be achieved to reach the desired goal.
Team Coaching: It is a medium to long-term process, in which the focus is on the team as a system, in which sustainable changes are promoted over time. The Coach works with the team in alliance, with regular interventions and/or work sessions. The Coach challenges the team to observe and reflect on how they are operating, and how these interaction patterns are affecting their performance. The Coach helps the team meet the needs of its “stakeholders” or interested parties, and accompanies it to expand the common purpose and vision. In response, the team makes specific adjustments to increase its strengths and develop areas of opportunity for improvement, integrating lessons learned. Team Coaching is different from Group Coaching, due to its deeper and more systemic intervention with the team as a whole.
Team Coaching, with increasing use worldwide for the development of teams and organisations, is thus a collective learning process, with the potential to have a transformative impact at the individual, intrapersonal, performance and results levels, and relationships and connections with interested parties, in integration with the organisational and global environment.
Authors:
Alberto Navarro and Fatima Ribeiro
This article was originally published in the newspaper “La Estrella” and is part of a biweekly column from the ICF Panama Chapter to disseminate what Professional Coaching is. It seeks to inform, create more awareness and differentiate professional coaching, in which the Coach is governed by ethical principles and is continually improving his or her skills.
See the original article in this link.
In the coaching process, various concepts and tools are used to support the coachees, according to the approach of the process and the training and toolbox of the coaches.
The concept of emotional intelligence is one of the tools we can use.
Yuval Noah Harari, historian and philosopher, author of books such as “21 lessons for the 21st century,” considers emotional intelligence and mental balance as two essential skills for the rest of our lives.
Daniel Goleman, one of the pioneers of emotional intelligence, published an article in 1996 that is still considered essential reading in Harvard Business Review on leadership issues, called “What does a leader do?”
This article focuses the concept of an emotionally intelligent leader on five elements: self-awareness, self-discipline, motivation, empathy and social skill.
To the self-knowledge The main characteristics are associated with: self-confidence, a realistic self-evaluation and a self-critical sense of humor.
The main characteristics of the self-discipline They are reliability and integrity, being comfortable with ambiguity and openness to change.
Passion to meet objectives, optimism, even in situations of failure, and commitment to the organisation are the three main characteristics in motivation.
The ability to build and retain talent, sensitivity to different cultures and being focused on customer service are the characteristics of the empathy.
In the social skill The author refers to effectiveness in leadership of change, the power of persuasion and the ability to build and lead teams.
Looking at the characteristics described, these still constitute a valid model more than twenty years after its original expression. What changes is our mental map and the form or order of importance in different contexts.
The concept of emotional intelligence was developed more recently, with a very practical approach, by Travis Bradberry & Jean Greaves, who define two major competencies, personal and social. In the personal competence, it is important self-awareness -recognise one’s own emotions and tolerate discomfort- and self-management – tolerate uncertainty and pursue objectives, not needs. In the social competence, it is important social consciousness -recognise emotions in others, listen and observe- and relationship management -manage interactions successfully and strengthen connections.
Particularly, I consider the model, developed by Dr. Reuven Bar-On and Jonathan and Leight Bowman-Perks, to be quite useful as a tool in coaching, which considers factors of emotional intelligence, intrapersonal factors, connected to self-awareness and self-expression, factors interpersonal of social awareness and interaction, factors of stress management associated with emotional management and control, factors of adaptability and change management and factors general like self-motivation.
In coaching, these models can be worked on, for example, considering the areas or factors in which the coachee has opportunities for improvement, the areas in which they already function effectively, and the areas in which they have superior performance.
The concept of emotional intelligence significantly impacts behaviours and relationships and can thus be worked on using any of these theoretical frameworks. The most important thing in the coaching process is the use of methodologies appropriate to each client, the objectives of the process and the specific objectives of each session.
The coachee can use their own reflection and/or incorporate the perception of their stakeholders or people of interest, such as family, friends, co-workers, peers, bosses and members of their team, benefiting the coachee from a systemic perspective. Humility, courage and discipline with the process strongly impact the results.
The process in general is enriched when the coachee opens up to feedback from his or her stakeholders, in a positive circle of reflection, integration of learning, listening to suggestions for improvement, evaluation and action.
Fatima Ribeiro, ACC
The author is ACC (ICF Associated Certified Coach), Coach in professional development, leadership and teams processes and member of the Board of Directors of ICF Panama.
The study carried out by the International Coaching Federation (ICF) and the Human Capital Institute (HCI) (2014) describes that: “with a better understanding of why the coaching is so important, in terms of developing the company’s workforce as a whole, ensuring competitive advantage through its people, the organisation can lay the foundation for a culture of coaching successful and lasting. As a result, the company can convey its commitment to the continuous development of its employees, helping to retain better talent and attract better candidates.”
The session plans to present the main stages of a coaching culture in organisations, provide data from my research in the scope of the study “Coaching, leadership and the development of soft skills in Panama”, supporting the company to identify what stage its organisation is in, what are the benefits of developing a coaching culture and what is expected at each stage and take away tools that can contribute to developing coaching in organisations.
In the structuring of the session, interactive dynamics are planned to identify the participants’ perceptions of their organisations, invite them to share their learning and what they could implement to develop a coaching culture in their organisations.
Join me on October 23 for the annual ICF Panama Chapter event, October 22-24. More information and registration at: https://www.icfpanama.org/evento-2020/page
Why do so many leadership development programmes fail? How to achieve effective results? How to evaluate and choose the ideal leadership programme for your company?
Who determines that the leader is effective? Who determines what increases its effectiveness?
Do we know the challenges of leadership in this VUCA context, but are we really prepared and predisposed as people, as teams and as organisations to transform these challenges into opportunities for change and obtaining the desired results? Do we know how to do it?
We will accompany you in this workshop on October 20 at CONANREH2020 where we will interactively and collaboratively explore tools and methodologies that contribute to measurable and guaranteed results in the development of leadership in organisations.
More information at: https://congreso.anreh.org.pa/
“We spend a lot of time teaching leaders what to do.
We don’t spend enough time teaching them what to stop doing…
50% of the leaders I have met do not need to learn what they have to do…
They need to learn what to stop doing”
Peter Drucker
On September 17 in a Linkedin Live we talked about habits and triggers that impact our leadership.
On this topic I invite you to listen to the recording and read the article “Becoming aware of our triggers” reproduced on the blog.
On September 3 we also spoke with Priscilla Solano on the Anexión TV programme in Costa Rica, about “Behaviours that serve us.”
This article was originally published in the newspaper “La Estrella” and is part of a biweekly column from the ICF Panama Chapter to disseminate what Professional Coaching is. It seeks to inform, create more awareness and differentiate professional coaching, in which the Coach is governed by ethical principles and is continually improving his or her skills.
See the original article in this Link
Today’s world is increasingly uncertain, complex and hyperconnected and the stimuli we receive daily are also growing in volume and complexity.
Our daily life is full of stimuli that we receive from the people with whom we interact in person or virtually, from the events around us that attract or require our attention in a more passive or active way, from the quantity and diversity of information, from distracting elements that exist on social networks, on television and on the internet.
The impulses received generate behaviours, which are not always the ones that best suit us, since they do not serve either the results we seek or our well-being.
What then are the triggers?
Triggers are thus any stimulus that can affect our behaviour, regardless of the origin or form of the stimulus.
Triggers can be direct or indirect, external or internal, conscious or unconscious, anticipated or unexpected, encouraging or discouraging, productive or counterproductive.
Between impulse and behaviour we seek to develop self-awareness about how these stimuli impact us to make a more conscious choice of our behaviours, according to what best serves us in terms of our objectives and/or well-being.
As Victor E. Frankl tells us “when we are unable to change a situation, we are challenged to change ourselves.”
In a coaching process, whether executive, professional or personal, the coach who works with these tools can support his client or coachee in the awareness process, to explicitly identify their main triggers and how these are impacting their behaviours.
Tasha Eurich in her research tells us that 95% of people consider themselves self-aware, but that the real number is 12% to 15%.
The coach helps raise awareness, facilitating the client’s understanding and learning through the use of different methodologies from their toolbox.
Marshall Goldsmith is one of the authors who works on the topic of triggers in his methodology for changing leaders’ behaviours and changing stakeholders’ perceptions of leaders’ behaviours. From its methodology, I highlight the classification of triggers into four quadrants, in which the axes are: “I want them and I don’t want them” and “I need them and I don’t need them.” The triggers that I want and need empower me, the ones I want and don’t need distract me, the ones I don’t want and need I have to look for, and the ones I don’t want or need I have to isolate.
Knowledge or self-awareness of our triggers is not enough to stop responding to them. We need support to make changes in our behaviours, even if I think they only affect me. Most of us need to have a structure, establish rules, implement a routine in a continuous process of change and adaptation of the behaviours that serve us most at all times. For example, to improve our physical fitness, it is not enough to know the stimuli that lead me in a different direction and to be aware of the need to do exercises. Strategies must be developed to establish a new routine, associate it with another activity, create a dedicated space in the weekly agenda, provide rewards in the process and recruit support from a friend or a coach.
Humility and courage support us in the process of self-awareness and commitment, discipline supports the implementation of actions, in achieving more constant changes in our behaviours.
In his process, the coach encourages his client to implement actions, evaluate the results of the actions, define and implement successful strategies, accompanying the client in his process of progress towards his objectives and his well-being. Coaching is thus a process of learning and growth, which facilitates the Client’s self-awareness and growth in the process of transforming knowledge and learning into actions, promoting the autonomy of the coachee in the process.
Fátima Ribeiro
The author is ACC (ICF Associated Certified Coach), Coach in professional development, leadership and teams processes and member of the Board of Directors of ICF Panama. The article was originally published in the ICF Panama Chapter column in the newspaper “La Estrella”.
On March 28, 2020, I participated as a speaker in the 1st Panama SME Commitment Virtual Bootcamp, a solidarity movement of non-profit initiative and impulse, created by Ulises Gonzalez & Sergio Tertusio, who managed to promote a very nice collaborative activity.
Excellent panelists participated, on a variety of topics, with the aim of supporting SMEs and businesses affected by the current situation.
If you didn’t have a chance to participate live, the bootcamp recording is available on YouTube and the presentations can be downloaded on the website Panama Commitment.
I share the presentation of the panelists who participated in the event and the recording of the topic I presented “Did I do everything possible to…? A reflection to stay focused and connected.”
I thank everyone who participated and accompanied us, all the panelists from whom I learned a lot, and a special thanks to Ulises and Sérgio, creators and mentors of this project.
You can contact me with any questions, comments or support.
Let us be generous with ourselves, and from our skills and abilities, let us all continue to contribute in a supportive, empathetic and compassionate way with those around us!
Closing the year of 2019 and preparing for the year of 2020, we held a workshop at King’s Training Panama aimed at supporting you in identifying the habits, behaviours and triggers that influence the effectiveness of your leadership and becoming the person and professional you want to be.
“My name is …………………………….., I have really wanted to be better at ……………………………..
I have planned to do this for ……. years.
I have not been able to do this for myself in the last …….. year(s) and there is no chance that I will be able to do this for myself in the future.
I need help, and that’s okay!”
On October 30 we had the Forum of the APEDE Executive Update and Business Management Commission with the theme “The Future of Work”.
In the Forum we address the following topics:
The article published on pages 14 to 16 of the December 2019 edition of the magazine Competitiveness Executive explores some of the ideas developed.
The Press conference was covered by different media, including Panama News y The Star.
You can watch the Forum video here.
We thank all participants, speakers, moderators and sponsors for their contribution to the success of the Forum.
