Você está liderando uma equipe que precisa de um reforço. Como o coaching executivo pode capacitar seus membros de forma eficaz?

By empowering individual team members, executive coaching can transform the team's overall performance, morale, and success. Executive coaching can empower as follows 1. *Personalized growth*: help individuals identify strengths, weaknesses, and areas for improvement, leading to personalized growth plans. 2. *Enhanced self-awareness*: allowing team members to recognize their thoughts, emotions, and behaviors, and make positive changes. 3. *Increased confidence*:enabling team members to take on new challenges and responsibilities. 4. *Accountability* encouraging team members to take ownership of their actions and outcomes. 5. *Resilience and adaptability*: enabling team members to navigate change and challenges.

🌟 Stress Management and Resilience: In demanding work environments, executive coaching equips team members with techniques for managing stress, maintaining work-life balance, and developing resilience in the face of challenges.Motivation and Values Clarification: Through coaching conversations, individuals gain clarity on what truly motivates them and aligns with their values. This understanding helps in setting meaningful goals and making decisions that resonate with their personal and professional aspirations.

Also, executive coaching can help leaders understand any gaps of understanding about who their team members are and how to motivate them in an equitable manner. Over time, leaders can develop blind spots while concentrating on performance and priorities. While well intentioned, these blinders often encourage “one size fits all” approaches to team member engagement. During the coaching process, the leader and coach can explore new ways of thinking about engagement and individual team members that may create sustained and long term motivation. Furthermore, the coach can support the leader in methods to approach team members to learn more about their motivations in an authentic and impactful manner.

I like to add the following to Dr Verma’s comments: In a work place, nothing is a bigger motivator than success. Management needs to establish, in collaboration with individuals/teams, performance goals with near term and long term milestones. Upon the achievement of milestone, individuals/teams should be recognized in group settings. For major milestone achievement, consider organizing award ceremony and celebration. This has always worked in my long career.

While there are many Smart goal or target setting tools available, one of the best tools which I would recommend is OKR - Objective & Key Results. The objectives are aligned with the company mission, cross functional teams & manager. These are measurable and have a value assigned to it. Each objective will further have key results associated to it. These are actionable which are time bound and specific. The OKRs will be reviewed on periodic basis, feedback shared amongst the team and pivots made to deliver the objectives.

It's no more about Money, it's about cerebral engagement! If as a Leader I'm able to excite my team with a challenging goal that THEY want to achieve, they will appreciate the learning, challenge, the celebration et all. As a Coach, I partner with them to discover that latent potential, that spark, that unstoppable energy that they possess. Rest it is upto them the goals they choose to pursue. Action plans and accountability, can be laid out during the sessions, follow thru too can be done. If someone wants to, then there is no stopping! They will seek you out!

As metas são sem dúvidas um patamar a ser alcançado, porém, antes de tudo é necessário e obrigatório, na minha visão de Coach de Carreiras e Consultor Empresarial, que a equipe seja bem treinada e exista condições pré acordadas para a busca e atendimento das metas impostas ou definidas, ou seja, há necessidade de comprometimentos. As metas não podem ser imediatamente excessivas, a equipe tem que abraçar com crenças posiitivas para a realização das mesmas! Muitas vezes o próprio empreendedor tem visão de metas estapafúrdias e inconcebíveis, trabalhamos com pé no chão e crescimento paulatino/constante!

Une fois que, grâce à l'aide de l'exécutif coach, la personne coachée identifie ses besoins et ceux de son équipe ( voir ma réponse à la question N*1), les objectifs peuvent être fixés naturellement. Comment ? -En reliant la vision finale du manager aux besoins de l'équipe, comme pour bâtir un pont menant d'un point A à un point B. Il ne sera pas nécessairement linéaire. -Des étapes seront posées pour avancer progressivement en tenant compte des besoins de l'équipe, des modes de fonctionnement et des profils individuels. -À chaque étape, il est important de valider le bon déroulement. -Mesurer -Rebondir sur les échecs et les accepter, les comprendre sans jugement. -Récompenser les succès Vous êtes désormais prêts pour démarrer.💪

In executive coaching, goal-setting is essential because it clarifies your route to success. A professional development roadmap can be obtained by setting specific, attainable targets. I advise my team members to set meaningful goals by working with a coach to determine their areas of strength and growth. They monitor their progress towards goals and maintain accountability with the aid of executive coaching.

My corporate clients have hired us to help their teams in a variety of different ways, but among the most popular are helping their team members to build the skillsets needed to elevate in their careers and helping them to become more effective leaders. We always start with assessments to get a baseline on whatever interventions we're going to introduce and to gain clarity on where the gaps lie. Ultimately, through executive coaching, we can help teams to thrive!

Le coaching exécutif peut aider les équipes à améliorer leur communication, renforcer leur collaboration, cultiver un esprit d'équipe solide, développer leur capacité d'adaptation au changement et favoriser une culture de confiance et de soutien mutuel. Et plus particulièrement l’intelligence collective et émotionnelle qui va permettre de développer le « faire ensemble » et utiliser leur potentiel relation relationnel entre les différents membres de l’équipe pour aller et être bien tous ensemble.

Strengthening areas of weakness and expanding on strengths are both priorities in executive coaching. Finding your special abilities and utilising them to achieve more success is possible when you engage with an experienced coach. Your goals can be accomplished and your leadership skills improved with individualised techniques and feedback.

In nature, every living thing has a job, and each job is critical. People typically use solely hierarchical structures. But nature’s structures are holistic and circular because of the inherent value of all of its parts. Leaders can let nature be a role model. Each team member has inherent strengths without which the team would suffer. Be deliberate about nurturing and valuing those strengths. Reinforce a culture which appreciates the importance of all, not just team members with the biggest titles.

A coach can be the facilitator for professional development when there's no one in the company who is able to take accountability. When you think about it, professional development has a few components, all of which could already be part of the coaching process: A position description An organizational career path The employee's personal interests The employee's strengths and gaps. Businesses that don’t invest in professional development end up suffering from poor retention. People feel like they don’t have opportunities. That leadership doesn’t care about them or their growth. The cost of not investing in professional development is much greater than the cost of doing it.

Pour encourager la collaboration, il est important que chaque membre de l'équipe comprenne le mode de fonctionnement de chacun de ses pairs. Dans ce but, il est fort utile d'utiliser un outil comme le MBTI, la Process Com ou le Predom. Comment faire? Prenons l'exemple d'un Codir. Dans un premier temps, chaque membre du Codir passe le test. Deuxième temps : chaque individu est debriefé par la ou le coach qui lui explique les caractéristiques de son profil et l'initie aux autres profils. Troisième étape, tous les membres du Codir se retrouvent ensemble dans une session animée par la ou le coach. Chacun présente son profil. Puis chacun discute comment mieux collaborer avec chacun des autres profils présents. Résultats positifs garantis !

Each member of a team wants to contribute, and be a part of a winning team! At times however, team members need a boost to validate their own strengths, and those of other team members; help each other in covering the team weaknesses; and most of all, realign to the common purpose. At such times, the team needs to connect more, communicate more, remove obstacles for each other, and celebrate more! Coaches help members in acknowledging their own behaviour, take accountability for their own actions, commit afresh to the team objectives, and move ahead, trusting the rest of the team to do the right thing. Thus resulting in a truly collaborative team!

What's stopping the team from collaborating? Most often the lack of trust, safety and comfort. Building trust is the first bridge that needs to be crossed. At the root of trust is a lack of connection. A great start for the team leader would be to create a space for them to share their personal histories. Once the ice is broken, sharing their views openly without the feeling of being judged, being honest with each other and having an open debate in discussions would show there is some change in the level of trust. In the end, a team that trusts will make decisions and achieve desired results.

At the core of building a collaborative relationship is the need for a team member to fulfil their needs of self determination. Collaboration is more than coordination and communication. It’s based on understanding how another person make a contribution to fulfilling the needs of : mastery, belongingness and autonomy. These needs surface in each individual in various ways at different points in one’s life. The ability of the coach to help the team member discover their needs and focus on the fulfilment leads to paving the path for forming deeper connections that lead to seamless collaboration. Many a times, trust perse becomes ineffectual when these needs are not met. The coache play a definitive role in helping clients uncover the needs

From my experience I found helpful to prepare the team for the change. For the team leader to coah him/her to understand and accept the different behaviors and possible frustrations. To prepare the leader to communicate the change giving perspective and explaining the possible steps. Personal dimension and "what that means for me" are important to be addressed, discussed and understood

What is the reason the team needs a boost? Can you surface the different perspectives? If change is on the horizon, what are the thoughts, feelings and actions (TFAs) people are experiencing? Can you help them delve into the data that is behind those? Whilst the rationale for the change may be evident, people have different appetites for change - at different times. Can you help them accept the TFAs - and engage in shifting one of the more dominant TFAs to create a ripple effect? - What is another way of thinking about the change? - What is that feeling signalling to you? How is it here to help you? - How can you use this awareness to create new options? As a team, keep surfacing the TFAs, using the data to make better decisions.

The only thing constant is change. Learning and teaching teams to be more flexible will ensure a smooth transition to the most difficult challenges.

An outside voice alone is huge. A good coach provides perspective, challenges status quo, and asks important questions. Typically, a good coach will use tools like The Predictive Index to unpack team dynamics, uncover strengths, identify areas that may be causing some tension. They can realign the team on what’s important, boost trust, and foster a greater sense of purpose.

Navigating change through executive coaching is essential for leaders and teams. Here are some effective strategies: GROW Coaching Model: Goal: Set realistic, inspiring goals (SMART criteria). Reality: Understand the current situation in relation to those goals. Options: Explore different routes and provide tools/resources. Will/Way Forward: Implement steps toward the desired outcome. An additional model to implement is the STEPPA. STEPPA Coaching Model: Flexible for one-on-one or group coaching. Combines coaching, teaching, facilitation, mediation, and positive psychology. Remember, coaching empowers leaders to navigate change effectively!

Creating workable accountability structures is the most critical piece of this exercise to ensure that needed actions are taken. A collective data-driven "Balanced Scorecard" for the executive team and OKRs to specify specific steps to achieve desired outcomes can drive toward measurable impact. Amazon is known for its highly data-driven and transparent approach, and the company utilizes several mechanisms to ensure transparency and accountability by setting key metrics and open live dashboards (reflecting everything from operations to business goals and employee feedback by business units and teams) to keep everyone aligned and informed.

El primer paso en el coaching ejecutivo es ayudar a los miembros del equipo a identificar y definir claramente sus metas. Estas metas deben ser específicas, medibles, alcanzables, relevantes y con un tiempo definido (SMART). Dividir las metas grandes en objetivos más pequeños y manejables es una técnica fundamental. Este enfoque facilita el progreso constante y evita la sensación de estar abrumado por la magnitud del desafío. Crear hitos a corto plazo dentro de cada meta ayuda a mantener el enfoque y la motivación. Cada hito alcanzado es una oportunidad para celebrar el progreso y reafirmar el compromiso del equipo.

Es el liderazgo el que hace que las personas hagan. Impulsar es conocer que motiva a cada persona, no todos se mueven por la misma "zanahoria". Al término "manipulación" se le atribuye un significado negativo. Sin embargo es posible utilizar este mecanismo con una buena intención, dirigiendo a los cerebros a través de las emociones, buscando así alcanzar objetivos, en los que todos los participantes alcancen beneficios. La diferencia radica en "para qué" estas manipulando. O no lo hacemos los padres para que un niño deje los pañales, o aprenda a hablar. Del mismo modo conocer como funcionan los cerebros individualmente permite guiarlos. ¿Acaso no es lo que hace la tecnología con los algoritmos? Manipulado ¿para qué?, esa es la pregunta.

Aqui talvez seja parte mais difícil! Sustentar o início da mudança. Fundamental trabalhar a inteligência emocional. Em especial a resiliência. Preciso reconhecer perfis comportamentais com baixa acabativa.

Accountability - “the fact or condition of being accountable; responsibility.” Accountable - “(of a person, organization, or institution) required or expected to justify actions or decisions; responsible.” ^^^ definitions from Oxford Languages. One of the challenges here is accountable to what? - to getting the work done - to validating that the work is working - to adjusting the work when necessary - to communicating progress or lack of progress To account for is a reporting action from my perspective. Many people forget that. It’s not a coaching action.

The power of coaching is evoking awareness, to take much beyond the obvious, therefore the results can be far richer than one would want to expect. Executive coaching can make the team aware of what the possibilities can be; it can identify the causes holding the team back, it can help the team to co-create actions and also track progress. In situations of low morale of teams, I think executive coaching is the best intervention possible...

Coaching is the ultimate bespoke development opportunity. When you give your team the gift of coaching you are meeting them where they are at. They will all get something different out of the experience, which is exactly how it should be. One of the important things as the leader is to stay engaged through alignment sessions and regularly checking in with your team member.

When a team is not doing well, it is usually when it needs a boost. The issue is almost always poor intrapersonal dynamics, creating aspects of Drama on the team. You can do all the executive coaching you want but until you take care of the root causes of the drama, a lot of the coaching will fall on deaf ears.

“Clear is kind”: It’s important to have the tough conversations. Be clear about what goals are being missed and what’s the expectations are. If roles need to change, articulate the reasons why and what support will be provided.

As the individual goes through the Executive Coaching process, the immediate supervisor must observe the progress and give timely feedback. This will further inspire the individual to work towards enhancing their skills. Feedback from the supervisor can be brought forward as a topic for the coaching conversation. The immediate supervisor can also act as a mentor during the process.