Organizations are not just structures where previously planned processes are carried out to produce results, they are eminently entities of human coexistence with a culture that distinguishes them from one another and characterizes them to the point that we can say that some of them have “personality”, that is, they are living beings.
That knowledge encompasses the different strategies, methods, and techniques that could act as allies in the development of the daily experience of keeping them healthy and sustainable over time.
Characteristics of Managerial Coaching
One such strategy is coaching. Organizational management adopts it as a very attractive alternative with very broad application prospects. It is worth saying that for Fremicourt cited by Caby (2004:21), the managerial field, consists of: “helping an individual or a group to integrate within the framework of a business objective”.
Following the above, some companies have declared, according to their experience, that the opportune informality of a professional coach, in work groups in personal work on managers, is rapidly becoming a competitive advantage of the organization.
There are several distinctive characteristics of a business coach in New Jersey, among which are:
- Focuses on objectives: seeks clarity on how, when, and why to achieve the organization’s results.
- Change Enhancer: Provides tools to managers to promote change through invitation and not an imposition, creating an environment of conviction to carry it out.
- Promotes relationships: arouses management’s interest in the systemic approach and the importance of quality human relationships in the organization.
- Emphasis on communication: it proposes to continually review the conversational networks of the company, redefines them, and intervene institutionally and personally in the messages for the permanent creation of a framework of possibilities and coordination of actions.
Management coaching promotes situations of help in the organization, without being confused with some type of therapy (although the discipline is based on proposals for the study of human behavior such as NLP, Emotional Intelligence, and Transactional Analysis). This is what Hoffmann (2007: 20) refers to when he points out:
The function of the managerial coach
When we come across peak emotional situations, we listen to them empathically, we contain them, we help the client to realize how this situation affects him in his different life contexts and we invite him to make the decision to work on it outside the organization with a specialized therapist. The organizational context is not an adequate context to do psychotherapy!
It is necessary to make it clear that the main function of the managerial coach is to collaborate with the managers or key people of the organization to achieve the business objectives. For this, it will have propulsion tools such as those proposed by Dilts (2004) among which are the formulation of well-formed objectives, psychogeography, experiential mapping, intervision, and analysis by contrast.
The entire above, is essential, within a learning environment. Managerial coaching, with an awareness of openness that must go from top to bottom like a waterfall, will always move within the space of the conscious need to continuously learn. Because, in organizations, the problem is not only about “what” we learn to improve our performance, as Echeverría (2006: 87) affirms when he expresses:
The basic problem with learning is not that there are certain things to learn, and there are plenty of them. The problem is that the company must be permanently learning as part of its daily work. Learning is today an inherent part of work.
In summary, managerial coaching is a proposal that should focus on the performance of the organization, with well-defined objectives to obtain satisfactory results. To do this, it will generate and consolidate forms of learning, the central axis of any coaching strategy.
