The need for a change in the way of directing companies has never been as important as it is today. The incorporation of new tools aimed at increasing the efficiency and motivation of directors and executive leaders will determine the difference between the leading companies and their competitors.
Studies highlight the fact that people exercise 30 to 40 percent of their potential in carrying out their duties. The Gallup Institute, upon interviewing a million employees and 80,000 directors from around the world during 25 years, discovered that the determining factor in productivity, creativity and loyalty is neither the salary nor the benefits and advantages, but the QUALITY OF THE RELATIONSHIP BETWEEN THE EMPLOYEE AND HIS/HER DIRECT SUPERVISOR.
The high demand and use of coaching are proof of its potential; according to Fortune magazine, almost 60 percent of the 500 most competitive companies are using coaching. According to a study by Manchester Inc. dated January 2001, the companies that facilitate external coaching for their directors receive a return six times greater than their investment in the service.
The application of coaching techniques introduces cultural changes, making communication more effective and opening new perspectives on the individual and collective missions as well as recognizing shared values, thus elevating efficiency and levels of effort.
Coaching is not just a technique. It’s a way of life, of communicating and of relating to others. Its use allows for the establishment of new criteria for diagnosing the needs of a company.
The resources offered by coaching impact executives in such a way that they are able to establish clear and consistent expectations so that their teams feel valued in their group and individual abilities and feel supported in their growth and development, which gives them the courage to assume new challenges.
Introducing coaching techniques in a company produces a change in the roles of the directors, transforming them from the typical direct and control types into coaches of their teams. These transformed directors know that the new goal is to make their team succeed, to catalyze the best qualities of each part of the team, activating the potential of the team and of the individuals.
When company directors apply coaching techniques they succeed in uniting individuals, which allows them to effectively manage the efforts of his collaborators. They go beyond simply fulfilling their duties in projects, investing their full potential.
