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A professional leading a team working session beside a whiteboard

Developing Leaders as Coaches

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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 three main Coaching modalities used in organisations are:

  • External coach, professional with training in coaching who is hired by the organisation for specific processes on a one-time or continuous basis.
  • Internal coach, professional with training in coaching and who practices it within a single organisation, being part of its staff.
  • Leader Coach, manager or supervisor who uses tools and coaching skills in his role as a leader.

 

Some of the challenges of the leader as coach are:

  • How can I effectively coach all my collaborators individually in the limited time I have on a daily basis?
  • How can I do this “virtually”?
  • How can I continually improve my skills?
  • How do I use coaching tools with my team collectively so they can apply them to each other and we can create a culture of team development?

 

To develop as a leader as coach, the leader needs to have specific training for this purpose, which allows the development and application of coaching competencies in the organisation in an ethical and professional manner.

 

The basis for coaching training are the 8 competencies defined by the ICF – International Coaching Federation, divided into 4 large groups:

 

  1. Foundational Competencies or Foundations
    1. Demonstrate ethical practice
    2. Embody a coaching mindset
    3. Co-Create the relationship
    4. Establish and maintain agreements
    5. Cultivate trust and security
    6. Maintain presence
    7. Communicate effectively
    8. Actively listen
    9. Evoke awareness
    10. Cultivate learning and growth
    11. Facilitate the growth of each client

 

This is a very brief description of the competencies by the author for the purposes of this article, and for a broader and more precise definition we recommend consulting them on the ICF website:

 

  • Demonstrate ethical practice, understanding and consistently applying coaching ethics and standards.
  • Embody a Coaching mentality that is open, curious, flexible and focused on the coachee.
  • Establish clear agreements with the coachee, and with the different stakeholders, where applicable, about the relationship and coaching conversations, process, plans and goals, among others.
  • Cultivate trust and security, creating in partnership with the coachee a safe and supportive environment that allows them to share freely, in a relationship of mutual respect and trust.
  • Maintain presence, giving your full attention to the coachee, using an open, flexible, grounded and confident style.
  • Active listening, focused on what the Coachee is or is not saying, for complete understanding in the context of the Coachee’s systems, supporting the client’s self-expression.
  • Evoke awareness, facilitating the coachee’s understanding and learning through the use of tools and techniques such as powerful questions, silence, metaphors or analogies.
  • Facilitate growth, to transform learning, knowledge and vision into action, promoting coachee autonomy.

For a more effective development of coaching skills, support in the training process with professional coaches, mentors and/or supervisors, and internally with peers and sponsors that promote the development of a coaching culture in organisations contributes.

 

Leaders, through the use of coaching tools, contribute to change in culture, promoting a focus on solutions, not problems. They also promote the development of communication and relationships, and an improvement in the trust and commitment of their collaborators. Lastly, the use of coaching tools helps employees become empowered, focus on solutions, and seek support to solve problems themselves.

 

International studies show that coaching is key in developing high-performance teams.

 

Author: Fatima 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.

Poster featuring Fátima Ribeiro at the Desaprende 2020 Latin American Virtual Congress

Latin American Congress Desaprende 2020

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On November 13, I participated in the first Latin American Unlearning Congress – Unlearn 2020, with the topic: Challenges in the virtual teaching process, adding value from my roles as a teacher, facilitator and coach.

We reflect and exchange best practices considering the following elements of virtual teaching:

  1. Technology options
  2. Structure of the teaching process
  3. Communication channels
  4. Learning activities
  5. Assessment and feedback options
  6. Selection or creation and presentation of content

He Latin American Virtual Congress OF THELEARN 2020, was a project that brought together experts from the region with the purpose to update and empower learning and development professionals, in the redefinition and evolution of its role in the context of digital transformation.

Programme and speakers of the Virtual Congress on Unlearning in Latin AmericaPresentation of Fátima Ribeiro in the Desaprende 2020 Congress programme

Illustration of a person between symbols of a brain and a heart

Emotional Intelligence as a Coaching Tool

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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.

 

 

A symbol of Panama in the announcement for the Compromiso PYME Panamá Bootcamp

First Compromiso PYME Panamá Virtual Bootcamp

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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!

Poster of the participants of the first Virtual Bootcamp SME Commitment Panama

A trainer talking with a group of professionals

What is Coaching?

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This article was originally published in the newspaper “La Estrella” and is part of a biweekly column that we will have from the ICF Panama Chapter to spread 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.

Coaching is defined by the ICF International Coach Federation as a process of alliance with clients in which the stimulation of thinking and creativity is promoted, seeking to maximise personal and professional potential, “professional coaching is based on an association with clients in a process of reflective and creative support that inspires them to maximise their personal and professional potential”…

See the full article here link

 

 

Members of the Executive Development Committee 2019/2020 posing for a photograph

APEDE Executive Development Committee 2019/20

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On August 13, the 2019/2020 Executive Update and Business Management Commission of APEDE – Panamanian Association of Business Executives was installed, chaired by Fátima Ribeiro and Nestór Altuve as vice president.

One of the activities of the Commission is the organisation of the “Future of Work” Forum to be held on Wednesday, October 30 from 7:30 a.m. to 7:30 p.m. to 12:00 p.m. at the Sheraton Hotel addressing the following topics:

  • Global perspectives on the Future of Work and position of Panama
  • Talent in the digital age
  • Work – new challenges and opportunities
  • Development of human talent – key to the sustainability of companies

Participate and support developing awareness of global trends and the lack of skills at different levels (digital, technical and soft) in Panama and the importance of aligning skills with the era in which we live and with the digital transformation.

The challenge is to maintain, as people and as organisations, an inquisitive attitude, open to change and exploring new opportunities.

Investing in human talent generates opportunities and competitiveness; not investing is a cost for organisations and society. It is possible to arrange it and be successful, with obvious results and benefits.

Poster for the Leadership and Team Development seminar at QLU

Leadership and Team Development Seminar and Workshop

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From August 19 to 22 I will be facilitating a Seminar Workshop “Leadership and Team Development” at QLU – Quality Leadership University in a dynamic and co-creation process.

The challenges of a global, complex, changing, diverse and hyperconnected world demand that today’s leadership be different. The basic principles remain, but the way of leading changes. We no longer see the leader as a superior being, focused on the task and providing structure and direction, we see him as a facilitator who is involved in dialogue and the participation of everyone. 

Create value for all stakeholders, working with systemic conflicts, being members of multiple teams and working virtually are some of the challenges organisations currently face.

I will share, among others, knowledge and practices from my learning with Dr. Marshall Goldsmith and Dr. Peter Hawkins, professors, authors and coaches recognised worldwide for their work on leadership, team development and value creation in organisations.

Accede here to more information about the programme.

a hug,

Fatima Ribeiro

Two professionals talking in an office

Developing Your Leadership Potential as a Woman

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female leadership

In my article “Female leadership in Panama” I briefly describe the conclusions of a study developed in Panama on “Women in business management: gaining momentum in Panama.”

Among the measures aimed at overcoming the dilemmas and internal contradictions that women face when reaching positions of responsibility, the study identifies mentoring programmes, coaching and career development plans.

Coaching helps identify beliefs that may limit a woman’s professional and leadership growth, and break habits that hold back progress in her professional career, such as a promotion, a successful salary negotiation, or a career change.

The 12 habits that stop you…

In my coaching processes I use, among other tools, the 12 habits identified in the book “How Women Rise” by Sally Helgensen and Marshall Goldsmith:

  1. Reluctance to claim achievements
  2. Expect others to spontaneously notice and reward your contributions
  3. Overvaluation of experience
  4. Just build instead of building and leveraging relationships
  5. Do not enlist allies from day one (allies, mentors and sponsors).
  6. Put your work before your career
  7. The perfection trap
  8. The desire to please
  9. Minimization
  10. Too much
  11. Rumiando
  12. Let your radar distract you

These habits often appear together. For example, the habit (1) Reluctance to claim achievements often appears accompanied by the habit (2) Expecting others to spontaneously notice or praise and reward your contributions.

Others that can be found together are the habits (3) Overvaluing experience and (6) Putting your work before your career and the habit (7) The perfection trap.

Plan of action

If you detect some of these behaviours or habits in yourself, the suggestion is that you establish a strategic plan to implement changes.

Align your objectives with your purpose, start with one, maximum two habits, which you fragment into small habits or routines, be specific and concise in your actions and define a time limit to implement them.

Recruit professional help such as a coach or someone committed to your development and who also wants to implement changes and establish “peer coaching”, promote your objectives, ask for feedback, listen, thank and implement changes during the course of your action plan.

In a coaching process, purpose, objectives, objective and subjective reality, visions and options are worked on in an integrated manner and an action plan is implemented.  The action plan encourages the implementation of actions, accompanied by the development of relationships and feedback, which allows the desired changes to be implemented by measuring their effectiveness.

Our beliefs shape our resistance to change, our responses help shape our circumstances, and our behaviours shape how others respond to us.

Organisations can implement coaching processes that support the development of female leadership, or professional women can choose to individually contract a process that contributes to their professional development.

References: Book “How Women Rise”, break the 12 habits holding you back from your next raise, promotion or job, Sally Helgesen y Marshall Goldsmith.

 

 

 

A professional leading a team meeting in a glass-walled room

Women’s Leadership in Panama

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Reality

Panama occupies the position 43 in the world ranking in 144 countries of the World Economic Forum’s Gender Parity Index, but 71% of companies do not have women at the highest management level.

According to the study “Women in business management: gaining momentum in Panama”, the percentage of representation of women in management positions varies by level and becomes narrower as we rise in level.  In the supervisory ranks, we have a level of representation of women of almost 37%, at the mid-level 34%, at the senior level 22% and at the top executive level only 8%.

The difficulties for women to be in management positions (CEO or member of the Board of Directors) increase with the size of the company, reiterating that large companies have the lowest representation of women in senior management positions.

The lesser presence of women is felt in areas of operations and research and development, with women in Panama occupying more relevant positions in areas of marketing, sales and human resources.

90% of companies agree that women lead as effectively as men, but different barriers were identified in the study, the first related to a lack of general or line management experience and the second to stereotypes about the role and skills of women, which seem to reflect a contradictory view with the first statement.

Other important barriers identified in the study were women’s limited availability or time flexibility to travel, lack of support to combine work with relationships/family, and leaders’ lack of commitment to the advancement of women.

In the study’s focus group, women identified the main obstacles as: the dilemma between family/career balance, the organisation that is not very conciliatory, and spaces of power that are not very inclusive.

70% of the companies surveyed declare they have a balanced and inclusive culture, but only 30% of them recognise that, with the same skills and professional qualifications, women find it more difficult to reach senior management positions.

There are limitations such as social conditions and an exclusive corporate culture and there are limitations imposed by the women themselves due to personal beliefs or family conditions.

Important benefits obtained with the implementation of diversity and gender equality initiatives in companies are recognised in the surveys, the most relevant being: the increase in business results, including profitability and productivity, the increase in the ability to attract and retain talent and the improvement of the company’s reputation.

It is important to promote and disseminate these important benefits, promoting successful good practices and working with different actors jointly to reduce the identified barriers.

Among the measures aimed at overcoming the dilemmas and internal contradictions that women face when reaching positions of responsibility, the study identifies mentoring programmes, coaching and career development plans.

 

Coaching supports change

The coaching process is key to identifying beliefs that can limit a woman’s professional and leadership growth, and to breaking habits that hold back progress in her professional career, such as a promotion, a successful salary negotiation or a professional change.

In the coaching process, objectives are identified, objective and subjective reality is reflected on, options are generated and an action plan is implemented.

The action plan stimulates the implementation of actions, accompanied by the development of relationships and feedback, which allows the desired changes to be implemented by measuring their effectiveness.

The coach accompanies the professional in their executive and leadership development and the process can be implemented at the initiative of the company or directly with the professional who is committed and responsible and wants to enhance their professional career. The key indicators or KPI’s They are established case by case. In the case of processes contracted by an organisation, it includes evaluations of leadership growth by the stakeholders or interested parties selected as significant to the process, being a measurable and quantified process.

In my article “Are you a woman? Develop your leadership potential” You can find more information about female leadership development.

 

References: The study “Women in business management: gaining momentum in Panama”, promoted by CoNEP – National Council of Private Enterprise and ILO – International Labor Organisation, and prepared by Stratego and Enred Panamá.

Portrait of Fátima Ribeiro smiling

Life is generous!

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Be part of my network of contacts and let me support you!

Life is generous if we are open to its possibilities, if we are resilient in pursuing our dreams, if we face challenges and overcome difficulties, if we are grateful for our achievements and generate a network of support along the way.

This support network is configured in various areas of life – personal, professional, community or social – and can have various functions, including consolation, clarification, confrontation and provision of energy.

It may include friends, close or distant family, co-workers, neighbors, hobby partners, professional advisors, people from the community, among others.

This network can provide us with people who listen to us, recognise us, console us, clarify us, provide us with energy, connect us with others, confront us to be a better person and a better professional, provide us with information and support us in solving difficulties or problems.

We are social beings, who grow and develop through interaction with other people. It is a give and a receive.

This giving and receiving gives us more and more when it is a generous and true process, focused on developing, empowering and realizing dreams.

My purpose as a Coach is to empower with purpose, contributing with enthusiasm and confidence, to develop the potential of each client through new strategies of thought, emotion and action that promote empowerment, forge strong relationships and overcome barriers.

Life, despite the difficulties and constant challenges, has been generous to me and I am grateful for everything it has given me.

I am happy when I share my knowledge and support the development of my professional clients and everyone around me, when I put my purpose into practice.

I also learn a lot from my clients, who inspire me every day to be a better professional, a better person.

“Openness” is a word that inspired me and marked me enormously during the previous year. Openness to new contacts, new interactions and new opportunities.

With these thoughts in mind, and as part of my social responsibility as a Coach, I offer an opportunity tailored to your circumstances, to those who are committed to their personal and professional development and feel that as a professional Coach I can contribute to achieving their dreams.

I invite you to write to me, tell me about your dreams and projects, and why you believe that a coaching process can contribute to your professional and personal development. If you are truly focused on your development and take responsibility for the process, I offer you the opportunity to support you. You define the price based on your objectives.

The International Coach Federation (ICF) defines Coaching as a process of alliance with the client to promote the stimulation of thinking and creativity in order to maximise their personal and professional potential. Coaching is a personalised and dynamic process where the client identifies and develops the tools to transform into the best version of themselves and map out the steps to achieve their own definition of success.

Write to my email fatima.ribeiro.coach@gmail.com and tell me why you think that a coaching process with me can provide you with support.

This programme will last one year, from June 1, 2018 to June 1, 2019 and, depending on the emails received, each quarter I will offer one person the opportunity to participate in a Coaching process, with conditions to be mutually agreed upon and in accordance with the defined objectives.

Success in your development, in creating a network of contacts, in giving and receiving, in being positive and true in your interactions, contributing to the development of everyone around you!

Fatima Ribeiro