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A professional receiving recognition from their team during a presentation

Executive Presence: How to Influence and Make an Impact

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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.

 

Developing executive presence is one of the objectives that professionals and executives most seek in coaching processes since it helps to have greater impact and influence.

In an increasingly complex, interconnected, and rapidly evolving world, with more virtual than in-person interactions, where many collaborators work in matrix structures and belong to multiple teams, where power structures change, developing a system mindset, understanding connections, reading context, and developing relationships is increasingly relevant.

Some of the strategies of current professionals to be able to successfully surf the waves of change are:

  • deploy active listening and be present in every interaction,
  • create greater value with and for your people of interest,
  • have greater impact in your communications and interventions,
  • develop a growth strategy with a clear purpose,
  • simultaneously manage work, career, and personal and family life,
  • structure an active network of allies, mentors and sponsors.

In a coaching process, it is important to clarify with the client their understanding of what it means for them to develop executive presence, supporting them to analyse and prioritise their objectives, define their measures of success, and focus their action plan on the 20% that allow 80% of the results.

In the process of self-knowledge and self-management, it is key to clarify the purpose, the client’s north, and establish with them the predisposition to change, to let go of what no longer serves them, in a relationship of benefit versus cost. In many cases the cost is letting go:

  • an attachment to past behaviours and success factors,
  • the idea of control,
  • making excuses – not remaining a victim of circumstances,
  • the excessive need to be “I”,
  • thoughts and emotions from the past, opening to create a new and more emotionally agile version of the “I”.

It is opening oneself to uncertainty, not knowing, having to develop new resources and different solutions, seeking the opportunity and gift of each unforeseen situation.

In the process of self-knowledge, the coach supports the client to:

  • recognise your personal power and authenticity, your competencies, experiences and knowledge, what you bring to the table;
  • to evaluate how he presents himself in different situations, how he empathizes and creates rapport and relationships of trust, how he responds to others and in crisis situations, what are the triggers that can arise and that must be taken care of;
  • and what is the value and impact you want to create, what new perspectives or emotional changes can you bring to enhance solutions in critical situations.

Achieving the intended results with well-being also requires the client to work on continuous feedback with their stakeholders. It is important to map your people of interest, who your key internal and external stakeholders are, expanding your sphere of influence and impact, defining what formal and informal power structures to take into account, and what value to create with and for each stakeholder.

A process of continuous feedback and alignment of expectations allows the client a more real knowledge of the evolution of the perceptions of their people of interest, preparing them for faster strategic action in situations of changes in the organisational or business context.

A professional coach supports his client in his development process, stimulating reflection and creativity: “what if…?”, “what would happen if…?”, “what else…?”; acting as a mirror for the client: “this is what I am hearing”, “this is what I am observing”; stimulating the discovery of new lines of action: that “haven’t you tried yet?” “How would you say it?”, “How would you do it?”, and in some cases also supporting the client with experimentation or role play techniques that allow them to visualize different perspectives and actions and try them in a safe environment, in a continuous process of reflection, action and learning.

Author: 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.

Two people talking during a coaching session

Do we need to change for 2022?

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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.

 

We live in a context in which change is no longer an event but a constant; in which stopping, thinking and consciously dedicating time to learning is increasingly important (as well as difficult due to the pace of life) to face the challenges of the future.

 

We are approaching the end of the 2021 year and I invite you to pause, reflect and integrate the lessons learned and plan for 2022.

 

How are the changes affecting us as individuals, families, teams and organisations?

  • What do we see and credit? What thoughts inhabit us? What beliefs are we focusing on?
  • How do we work and relate? What alliances, relationships and connections are we building?
  • Who are we being at different times, with different people and in different contexts?

 

Bringing awareness to how we feel, think, and are impacting our people of interest is important in a process of learning and change.

 

Complementarily validate our perception, with the perception of others, in periodic feedback and feedforward actions (suggestions for improvement) from our people of interest.

 

Having identified our values, talents, aspirations, patterns, environments in which we flourish, reactions and the impact on others, brings us a higher level of self-knowledge and self-awareness and allows us to clarify our strengths and weaknesses, perceive what differentiates us, what internal barriers we perceive, what resources we need and what we want to learn to enhance our value proposition considering the opportunities and threats of the context.

 

Identifying our triggers and perceiving where the stimuli that impact us come from helps us choose the behaviours that best serve our objectives, and not use emotional volatility as a tool for self-management and in the management of others.

 

Where are we on the curve of change? In denial, in resistance, in acceptance, in developing capabilities, or committed, investing time and resources in the process?

 

And what happens in our teams and organisations? How are they reacting to daily challenges, uncertainty and change? What are we looking at and co-creating? What value are we creating?

 

Environments of trust, psychological safety, high standards and responsibility, in which error is part of the learning process, are conducive to learning, taking risks and consequently more prepared for change as a constant. Conversely, environments of high control, micromanagement and low psychological security are related to anxiety and stress in change situations.

 

Having identified what communications we are having the majority of our time is also crucial in the context of change. Are we in the inform, say and ask? In persuading and negotiating? In co-creating and transforming? What mix of the three do we currently have and which one would we like or need to have?

 

The purpose of an organisation is changing, from creating value for shareholders to creating value for all stakeholders. What value are we creating for our internal and external stakeholders? What would our collaborators, teams, clients, suppliers and other stakeholders tell us about the path we are traveling and that we have to travel? What can we not stop paying attention to today, tomorrow and the future, in this context of change as a constant?

 

Increasingly, the management of polarities is a constant. Some examples of polarities we may be navigating are: results and well-being; today, tomorrow and the future; management and innovation; be strategic and operational; individuality and diversity. The current challenge is to manage both polarities simultaneously. It is shared leadership. It is developing a systemic vision, reinforcing relationships, connections and alliances.

 

An individual, executive, group or team coaching process supports, among others, creating new possibilities from the purpose and vision of the future, identifying patterns, adopting a perspective of curiosity, promoting creativity, trust, experimentation and responsibility. A professional coach, according to their specialty, has tools to support you on this path.

 

Author: Fátima Ribeiro

The author is a Coach in Professional Development, Leadership and Teams processes, ACC (ICF Associated Certified Coach), and member of the Board of Directors of ICF Panama.

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.

Tigo Business invitation to Fátima Ribeiro's conference on team management

Coaching Tools in Team Management

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On September 9, 2021, I collaborated with TIGO Business with the conference “Coaching Tools in Team Management” for the SME segment with transmission for 9 markets (Bolivia, Colombia, Costa Rica, Guatemala, Honduras, Nicaragua, Panama, Paraguay and El Salvador).

Coaching is a creative process and the focus is on the future, on developing solutions.

Key coaching competencies such as establishing trust, being present, developing effective communication and facilitating learning and results are very important in the current hyperconnected context, with greater volatility, complexity and uncertainty.

In this conference we explore how leaders can use coaching tools in managing their teams, exploring tools that contribute to enhancing results and taking care of the well-being of teams, supporting leaders and entrepreneurs to face the challenges of today and the future.

Thanks to TIGO Business for the opportunity and to all the participants who joined us!

Feet balancing on a rope, representing uncertainty

Coaching in times of uncertainty

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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.

The International Coaching Federation (ICF), founded in 1995, is committed to advancing the coaching profession, which is why it has defined a model of key competencies with high ethical standards.

See the original article in this link.

 

Coaching in times of Uncertainty

To define the role and how Professional Coaching can support in times of uncertainty, instability and change, such as what COVID19 brings us, we need to keep in mind the definition of Coaching, according to the ICF – International Coaching Federation.

Coaching is a process of alliance with clients in which it is promoted through a reflective process. the stimulation of thought and creativity, seeking the maximization of personal and professional potential.

In the coaching process the focus is on the FUTURE, it is focused on developing SOLUTIONS for the future, with how questions. It supports the client in defining and focusing on their purpose, in building their vision, in evaluating current resources and those that need to be developed, in taking actions in accordance with their objectives.

We listen to what the Client is or is not saying, promoting support for the client’s self-expression; that evokes or awakens consciousness, facilitating the client’s understanding and learning through the use of tools and techniques such as powerful questions, silence, metaphor or analogy.

In the coaching process we recognise the emotions present at each moment without negative or positive connotations, we promote reflection on the areas or dimensions in which they are in the client’s control, jointly co-creating the state of mind that makes it possible to create solutions for the future.

Coaching is not Psychotherapy As mentioned in our article published in this column on March 1, 2020, in accordance with the ICF code of ethics, we refer clients to health professionals when we see warning indicators. We do not work in the space of panic, anxiety or depression, but we do work in the space of discomfort which is also a space of creativity and learning.

It is a process that can be carried out VIRTUALLY with effectiveness in results and well-being. Trust can be generated in the same way, and in some virtual processes the reflective process and communication can enhance the coachee’s learning.

Professional coaches work from SERVICE and CURIOSITY and are comfortable with Not KNOWING, which prepares them to support in situations of change and uncertainty. Discover more about the Coach Mentality in the article published in this column on March 15.

From the international and local ICF we work creating spaces for the development of the skills of our members, providing them with tools that allow them to be better Coaches in different contexts. We work locally with the support of an entire international structure to develop ourselves as professionals for the benefit of our clients.

The coaching process being a process of stimulating thought and creativity, from the vision of the desired future to the implementation of actions in the present that create solutions for that future, it can support, in this time of COVID19, among others:

  • People who need to develop new solutions for this changing, uncertain and ambiguous reality. We suggest reading in addition the article published in this column on February 20 “When to go to a certified personal coach?
  • Leaders who require support in dealing with ambiguity, making difficult decisions, communicating in this time of crisis, creating alliances with all stakeholders and cultivating a strategic leadership vision of today, tomorrow and the future.
  • Teams that require developing connections and relationships and evolving into high-performance teams.

The coaching process is not mentoring, it does not indicate what actions or decisions the client should take, it facilitates growth, to transform learning, knowledge and vision into action, promoting the client’s autonomy.

 

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.

Message calling for ethical leaders committed to sustainable development

Ethical Leaders Committed to Sustainable Development: Are You In?

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Article originally published in the Competitividad Ejecutiva Magazine – Page 14

 

Reflecting on what is currently happening in many of the countries of Latin America and the globe and on the evolution of technology in an increasingly volatile, uncertain, complex, ambiguous and hyperconnected world, “VUCAH” in its English acronym, I believe that the greatest threat to our society is not accelerated technological evolution.

The greatest threat is the decrease in trust in institutions and companies, the greatest threat is the existence of insufficient leaders, who believe, who practice ethics and values, who have leadership characterized by transparency and generate trust, who assume their “leadership contract.”

Technology brings challenges of adaptation and digitalization of processes, alterations of productive structures and different business models, challenges of training the workforce and identification and development of talent, challenges to educational systems and challenges of altering public policies, but in itself it is not a threat.

It is indeed an opportunity for development, productivity, efficiency and better living conditions. It is an opportunity if we are predisposed to change, to leave our comfort zone and face challenges with tenacity and vision, as a society, as a company and as individuals.

The most developed societies were built based on trust, on cooperation in respect for human rights, on the belief that, if you make an effort, work and collaborate, you can improve the quality of life.

Example and hope for a better future are strong motivators to action, to give the best of ourselves.

That trust is eroding; in many Latin American societies, institutional quality indices reveal low institutional quality compared to the most successful countries worldwide.

According to data from the World Bank, in an IDB presentation at the 2018 APEDE Economic Forum, the institutional quality of the countries considered successful is an average of 6.1 compared to a value of 1 for Panama. In the 2018 competitiveness index, Panama globally ranked in the position 64 in 140 countries and, in addition to the above, it is in position 80 in the corruption index.

Expectations on leaders are increasing and social problems in the world are more complex. Leaders are currently more exposed to scrutiny from the media and social networks. Society looks for leaders who assume their responsibilities, who can face challenges and lead change. Leaders who are an example to follow, who, from their companies, from their organisations or from public service, work to make our world a better world.

Vince Molinaro, in his book “The Leadership Contract”, a guide to being a responsible and trustworthy leader expresses:

  • “Leadership is a decision: make it”
  • “Leadership is an obligation: assume it”
  • “Leadership is hard work: be strong”
  • “Leadership is a community: connect”

When the leader assumes these four components and lives them daily, he will be an example, a model that others will want to imitate. The leader will be clear about his obligation to create value for his stakeholders, You will have the courage and resilience to do hard work. The leader will work on building trust and a culture of leadership.

Are you ready to take on your leadership contract?

 

References:

  • Book: Vince Molinaro, “The Leadership Contract – A Guide to Being a Responsible and Trustworthy Leader”
  • Conference at the APEDE Economic Forum on November 8, 2018: Carlos Garcimartín, Chief Economist of the IDB, “The reform of the state for efficient public management and its impact on the country’s competitiveness.”
Professionals discussing and reviewing documents together

Team coaching

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Organisations seek to develop leaders who recognise the impact of globalization on business, who demonstrate the adaptability necessary to succeed in new environments, who develop technological skills in their teams, who appreciate and promote diversity, who focus on collaboration and building trust to develop a vision, a common strategy, and who forge alliances.

In this sense, companies also aspire to develop high-performance teams that communicate effectively, generating motivation and influence in the members of the organisation, that promote the development of the collaborators around them, jointly producing performances higher than those that would be obtained as a product of an individual contribution.

The main advantages of the methodology coaching de equipos de Marshall Goldsmith Stakeholder Center Coaching son:

  • The simultaneous transformation of leaders and teams.

The team as a whole articulates an area of leadership growth and each team member defines their own area of leadership growth that relates, in turn, to the overall focus of the team. In this way, the team and each of the leaders develop simultaneously.

  • Internal experience

Team members are positioned to provide expert advice and insight to each other as it relates to their business, their people, and the challenges of their team culture.

  • Openness to continuous change

When team members collaborate as stakeholders in team coaching programmes, they create an open culture for leadership and team culture change.

  • Coaching is a leadership skill

Coaching is a leadership skill and leaders in organisations must be experts in promoting the development of their teams and the growth of their collaborators. Team coaching is a great programme to instill coaching as a leadership skill in the organisation.

  • Efficient resource

The Coach works with all team members who support each other in this team coaching process, providing the coaching programme with more efficiency in time and costs for the organisation.

In addition to the above, the Marshall Goldsmith Stakeholder Center Coaching methodology:

  • It emphasises doing, action and behaviours: show how.
  • It is directly linked to business objectives or strategic challenges.
  • It favours a systematic approach with monitoring of commitments made over time.
  • It values measurement as an integral part of the process, this being a measurable and quantified process.

I am at your disposal so you can learn more about the process of team coaching de Marshall Goldsmith Stakeholder Centered Coaching.

Write to my email fatima.ribeiro.coach@gmail.com or contact me through my website https://fatimaribeiro.coach/en/

Fatima Ribeiro

 

More information about Marshall Goldsmith Stakeholder Centered Coaching, visit the website: http://sccoaching.com/coaching-for-executives/