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  • I would like to be better understood by my subordinates 
  • I feel I am not heard
  • I can not delegatethist ask: I’ll do it my self better and faster! 
  • X seems to distrust me
  • Lot sof problems make my head reel
  • I am unable to control my emotions when so mething go es wrong
  • Everything is changing so fast here, that neither my team, nor I have enough time to get adapted 
  • Õ totally refuses to cooperate, this conflict takes so much effort and time 
  • The number of my subordinates and responsibilities is growing rapidly. I have to improve my management efficiency rapidly and materially 
  • I come under pressure from my superiors and my condition influences my subordinates
  • I lack self-confidence during negotiations
  • I don’t know how to proceed in my career 
  • I am a good specialist, but I am asked to manage people. Who could help me?
  • I feel it takes me too much time to make decisions
  • I have got a new manager and I’m not quite clear about how he acts and what I am required to do
All these short phrases deal with issues which lie somewhere between the professional and the personal. They are not directly specific to a particular company, but still are essential to the business as interaction between people is of paramount importance.

Some of these phrases express the desire to develop oneself while others reflect problems. Anyway, these issues concern personality changes and this is where coaching can help. 

What are the conditions for personality changes at an organization?

Changes are facilitated by two types of factors – personal and organizational.

The personal factors are:
  • awareness
  • will ingness to change oneself (motivation)
The organizational factors are:
  • political will ingness to support changes in the form of intra-company communication and the managers' personal example
  • immedi at emanager’s openness and support to ward the person
The will in gness to change on eselfis of personal nature and cannot bein fluenced directly, but:
  • the organization’s initiatives (for example, 360º and other assess ments) can provokeaw are ness
  • the support iveat mosp here may fosterthed esire to change on eself
  • the available to ols can support the commence men to factions

What are the stages of changes?

Any change is paradoxical:
  • in order to change one self, one has to be willing and take responsibility for the result 
  • yet, will in gness alone is not sufficient as the desired change does not take place or remains superficial and short-lived
A deep change often occurs in an unforeseen manner and is not noticed at once, but the willingness is still an integral part of the chain of changes. Let’s review the example of a specialist who is used to do the work himself with a good quality. If he becomes a manager, he is likely to find it difficult to trust his staff and delegate tasks without limiting their independence and checking every step they make. The change will not happen just because he decides one morning to start trusting and delegating. However, such willingness will be a good starting point for the changes. 

Schematically, the components of the process of changes can be identified as follows:
  • awareness
  • willingness to change
  • self-analysis within the organization (reflection)
  • search for feedback
  • search for information
  • identification of objectives and development of the action plan
  • action: experiment, analysis, adjustments
These elements are recurring and may be arranged in different ways. The organization may play a key role in this process by providing the employees with the tools to implement a deep change.

What are the tools for changing?

The most common tools that help amanager developare:
  • classic training (management, communicationetc) in the form of work shops 
  • 360° assess ment that helps the manager understand how he sees him self and how he is seen by his superior, subord in at esand colleagues in terms of his behavior at the organization 
  • training sessions combining learning, practice analysis, feed back from third parties, casestudy, action plan developmentetc
  • coaching (as described in detail in this document) 
The contribution of each development tool to the process of changes is shown in the following table.


 What is coaching?

Coaching means just:
  • taking the time to think over and understand your professional practice; 
  • trying new behavior models; 
  • learning from the new practices. 
… in order to find more adapted personal solutions to achieve such professional goals as:
  • leadership development; 
  • development of the ability to delegate; 
  • starting work in a new position or a new quality; 
  • improving the team spirit; 
  • better stress control; 
  • • … 
…together with the coach
  • with who my oumeet regular lyduring several months; 
  • who seroleis to support the client’s reflection by active listening and asking questions so that the coach’s client finds the most efficient solutions;
  • according to the professional code of ethics which includes, among ot her things, confidentiality. 
Coachingisfocusedon “howitcanbedoneinadifferentway” ratheron “why”. It is aimed at developing internal resource sand potential and removing the restrictions that prevent “doing it in a different way”.

What is the benefit of coaching?

Coaching facilitates deep changes. 
It is the only method that is applied at all stages of changes and helps introduce new principles of behavior through a sequence of:
  • awareness 
  • practice 
  • practice analysis 
Coaching en ablesthe client to find his own solutions of problems, thusproviding a double advantage:
  • solutions are better adapted to the specific person 
  • the very proces sofsearching for the sesolutions teaches the client to better address the problems he may encounterin his professional life after the coaching course is finished. 
Thus, coaching leads to change sand also teach estoimplement changes. This is the road to self-dependence, responsibility and self-awareness.

What are the usual objectives of coaching?

Coaching deals with suchissues which:
  • are related both to the client’s personality and professional environment; 
  • have to be solved for the benefit of both the client and the company; 
  • that's why coaching helps cover awide range of objectives, from personal to strat egicaspects. 
Here are some examples:
  • to improve stress control in some situations 
  • to improve communication with the superiors 
  • to optimize the process of taking a new position 
  • to think over one’s professional orientation 
  • overcome and learn from the difficulties of changes at the company 
  • to improve the communication skills 
  • to improve the method of interaction with the deputy 
  • to pass from the role of specialist to the role of manager 
  • to improve the delegation skill 
  • to improve the balance between trust and supervision 
  • to manage conflict situations within the team 
  • to improve time management skills 
  • to improve the performance of board of directors’ meetings 
  • to analyze the organization and the way it operates 
  • to better formalize and communicate one’s vision 
  • to improve the activity strategy development method 

What is the process of coaching?

Coaching consists of a series of meetings with a certain duration and regularity. Most often, such meetings last 50 to 60 minutes and take place every 10 to 14 days.

The first stage is the need analysis:
  • objective to be attained 
  • progress indicators 
  • what the client expects of the coach 
The basis enabling the client to progress toward the objective is:
  • confidentiality 
  • client's trust for the process and the coach 
  • friendliness and avoidance of external assessments, judgments or opinions 

With such relationships, coaching is carried out as an exchange where:
  • the client is the master of content: he inputs specific situations, discourses (reflection) and objectives 
  • the coach is the master of process and space (format): he listens, asks questions, summarizes, paraphrases, matches, uses tools and techniques for the client to understand his “blind areas”
Coaching leads the client to reflection which relates:
  • in some cases, to the client himself and his view of the world 
  • in some cases, to the client’s environment, objectives and restrictions 
Thus, based on the specific situation described by the client, coaching combines:
  • an analysis of how the client sees the situation, as the result of which the client: 
  • take sadet ached view of himself 
  • better disting uishes in his experience between what relatesto his personality and what relatesto his environment 
  • analyses how his view of the situation helps him provide influence and/or give power stoot hers 
  • identifies how his view of the world affectsh is interaction with the environment, how scenarios can repeat 
Reflection over the system operation in the situation described by the client:
  • how people interact 
  • how the system behave sand evolve sinterm soft he client’s function for the organization 
  • what the client can and can not influence 
  • what the client can try to change the system operation 
  • what conclusions he draws from the experience 
Thus, theclientandthecoachinteractinamicrocosmwhere:
  • the client will reproduce with the coach his actual behavior 
  • the coach will not ewhat’s go in go nand discussit with theclient 
By en couraging the client to take adetached view of him self (realize) and ass umeresponsibility, coaching become saroad to in dependen ceand great erresponsibility. Infact, while looking for solutions to attain the objectives the client is getting prepared to actafter the session. In the process of coaching, the client change stobe come his own person and this is advantage ous to the organization. The objective of coaching is attained through deep change sinthe client: will in gnessaloneis not sufficient, it is necessary to examine what the client feel sonalevel deeper than an external problem. For example, delegation difficulties may becaused by perfection is lack of self-trustetc.

Such an examination leads naturally to a continuous transition from very specificissues (situations experienced by the client) to very personal one sand vice versa. Matching the seissuest other purpose of work is understanding the influence. 

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