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  • Rodrigo Escobedo 9:00 am on January 15, 2014 Permalink | Reply
    Tags: coaching, , , ,   

    Do You Set Goals for Your Business? Or Just Wishful Thinking? 

    Estimated reading time: 5 minutes

    We are in the era where we define and execute new goals in the new year. The question is: How many goals did you accomplish last year? The reality is that we are used to filling ourselves with “wishful thinking”, in our life and in our business, thus not fulfilling actual goals. And the sad thing is that new year resolutions become a list of actions or changes that take place the first week of January, and later, they end up throwing in the towel and going back to the same old habits.      

    If we want to accomplish these resolutions and not convert them into a list thrown into the trash as quickly as children throw wrapping paper from their presents away on the 25th of December; if we want to talk about true goals, key points to consider are:

    1. To be sufficiently specific, i.e., detail it as much as possible so that there is clarity (without the need to provide previous explanations) and both you as a business professional, as your work team, perfectly understand the goal to achieve. An Enterprise Social Network allows you to transfer the message in a clear and concise way.

    2. It must be measurable, i.e., have a quantifiable parameter that allows you to know how you are advancing with respect to the goal and time.

    3. It should be reachable. Beforehand, know that it is a challenge, but with this additional effort, you will be able to achieve the goal. If you obtain it without effort, then it is not a goal. It is only a task.

    4. Target a result. Let it be clear- why do I want to achieve this goal? What do I get when the goal is reached?

    5. Define a specific date to reach this goal, or a clear time mark. The act of it being reachable generally goes tied to this criterion. Then be realistic, yet bold in setting the date for this goal.

    (More …)

     
  • Rodrigo Escobedo 9:00 am on November 4, 2013 Permalink | Reply
    Tags: coaching, , , ,   

    Enterprise Social Networking and Coaching: how to make a positive impact on the company integrating both tools 

    Estimated reading time: 5 minutes

    When a business owner or director is coached, he/she lives with the challenge of everything that they have learned permeating with their partners in the organization. People perceive their leader, after finishing a coaching session, will leave the session with renewed energy, with different ideas of the status quo and with motivation to implement immediate changes in the company or department. However, there is no clarity in why business owners or directors are making these decisions and how partners can contribute to the changes given to them.

    An excellent support tool for people to become clear of all the reasons changes are made, are enterprise social networks. Remember that a coaching process focuses on the company becoming more profitable, more efficient and to allow partners to align with the vision of the leaders of the company.

    How does an enterprise social network contribute to the achievement of these objectives?

    First, since it is currently being integrated into the workplace, they are an attractive tool for the generations born in the late eighties. They are also an opportunity for older people to share their knowledge and experience with these new incoming youth.

    (More …)

     
  • Rodrigo Escobedo 9:00 am on October 18, 2013 Permalink | Reply
    Tags: coaching, , , , , ,   

    4 Principles to Achieve a Highly Motivated Team 

    Estimated Reading Time: 8 minutes

    When thinking about incentives for our employees, the first thing that comes to mind is money! Although for some people money is very attractive. But money is not necessarily the most important motivator. There are four principles on which we should focus to achieve greater engagement, generate more trust and increase the motivation of the current team: Power, Information, knowledge and Rewards.

    1. Power: Power means employees have the authority to make important decisions for their performance and professionally  improve their quality of life. This implies that they decide and then get feedback. Or they accept responsibility or total authority of their decisions and its results.  It has a lot to do with the 5th key for a Winning Team to“encourage risk taking” in order to offer our employees the opportunity to make decisions on their own account. In this way, reward them if they give good results or feedback. Additionally, they can learn from their mistake if they did not obtain the planned result.

    (More …)

     
  • Francisco Eguiza 9:00 am on October 7, 2013 Permalink | Reply
    Tags: coaching, , , , , team work   

    4 recommendations for working in a team 

    Estimated reading time: 4 minutes

    It has been demonstrated that working in a team, co-working and corporate collaboration, are three main strategies of success in a company or business. Nevertheless, it is common (and accounting for the talented personalities thereof) that working in a team can convert itself into a complicated situation before a prompt solution. For this reason, we are introducing four recommendations for working in a team in an appropriate and successful way.

    1. Involve yourself

    This should be the number one rule in this topic. Honest participation in the membership of the team, since no talent should be left behind in the process. It is extremely important to ask and offer help, above all when it is concerning a new element in the company. The fixed paradigm should be the constant support, the stimulus of work and the empowerment of each member to provide a mesh of complete machinery of the company or business.

    (More …)

     
  • Mertxe Pasamontes 9:00 am on July 30, 2013 Permalink | Reply
    Tags: coaching, , , ,   

    What is and how to give good feedback? 

    Estimated reading time: 3 minutes

    Editor’s note: Today we’d like to share this post that Mertxe Pasamontes posted on her blog in which she highlights some of the points to remember when listening and collecting feedback from your employees.

    Image of Mertxe Pasamontes

    One of the tools used most in coaching is feedback, that action we perform when we recognize something in someone else, be it their behavior, ability or identity.

    Feedback is not the same as criticism. Criticism is usually a poor instrument for making changes in another person’s behavior as the other person either blocks it or activates submissive, rebellious, angry or resentment behavior.

    What can we do then? Use the valuable tools of del feedback and questions. Questions automatically trigger a response in our brain (though we may not put it into words) and it helps us to seek options. It enables us to activate our resources for improvement. (More …)

     
  • Eduardo Sanz 9:00 am on June 17, 2013 Permalink | Reply
    Tags: coaching, , , , ,   

    The Coach Leader is the leader of the 2.0 world (II) 

    Estimated reading time: 6 minutes

    Last week we spoke about how a coach leader manages people. Today we will continue to discuss this type of leader as the defender of sustainable leadership: “that transcends people to be installed in organizations that lead, last over time, and are successful”.

    A coach leader believes that “we are all important, no one is indispensable”, they work to surround themselves with the best, prefer to manage people with potential, and develop them as a key part of their role, they are not afraid nor worried about their position, they put the“we” before “I” and their management directly impacts the balance sheet.

    Whoever applies this leadership model achieves major loyalty among the team; they manage to infuse anyone and everyone they meet in business with that spirit, no matter what department they come from; and create a true “company spirit”.

    The coach leader bases their leaderships on others and not on themselves.

    • Treat others like you want them to treat you
    • Build up a network of contacts and give added value to that network,get out and network.
    • Work on that “I” to build the “We”. Be yourself.
    • Give always without expecting anything in return.
    • Keep your mind open and clear.
    • Have a plan and execute it with passion. Not with enthusiasm, but passion.
    • Invest in yourself. You’ll soon see that if you need a leader, that it is only you.
    • Talent is there, success is built. Know yourself. Practise your skills (they’re there; you just have to discover them), find a coach to guide you on that learning and continuous growth.
    • Be flexible and creative. “Innovation distinguishes between a leader and a follower” said Steve Jobs.
    • Work as a team. Doing it alone is much more difficult than in company. When the work of a great leader finishes, people say: we did it!

    And use the 3 basic resources a great leader needs to have: common sense, critical thinking, and a sense of humor.

    Eduardo Sanz (@esanzm) is entrepreneur, coach and founder of Directivos en Acción.

     

     
  • Eduardo Sanz 9:00 am on June 14, 2013 Permalink | Reply
    Tags: coaching, , , , ,   

    The Coach Leader is the leader of the 2.0 world (I) 

    Estimated reading time: 4 minutes

    A coach leader is “the person who enables another individual or a group of people to achieve common goals based on their own effort and performance, which they wouldn’t achieve without their guidance”.

    In a competitive world, developing this leadership marks the difference between success and failure in a company.

    Our teams are the reflection of our leadership, so we need to bring them guidance, confidence, optimism and motivation.

    How do coach leaders manage people?

    1. They empower the team. They make the team feel front stage and know how to stay in the backdrop.
    2. They build responsibility and commitment, which enables the team to share the organization’s objectives.
    3. They network, staying in touch with the latest trends that emerge to conver them into powerful tools that can be applied to their work.
    4. They are coherent with what they think, say and do. They transmit that coherence so that any challenge can be assumed by the organization and the team without any doubts.
    5. They give access to information and resources to make the right decision. They give all the information necessary for their team and the resources needed for managing it.
    6. They work with them to choose the most suitable option to solve each problem, enabling them to make decisions quickly.
    7. They are able to exercise assertiveness in collective decision-making. As a conscious, congruent, clear, direct and balanced way of expression, whose purpose is to communicate ideas and defend their position without aiming to hurt or harm, acting from an inner state of self-confidence.
    8. They are always positive thinking and have ability to make changes in the team or in procedures so that they are accepted and taken on board easily.
    9. They master Verbal and Non-Verbal language and active listening, meaning they can take the right decisions that benefit the organization.
    10. They become involved in continuous personal growth and learning processes , which are usedto enhance their performance and that of their team.

    Eduardo Sanz (@esanzm) is entrepreneur, coach and founder of Directivos en Acción.

    And in your company, are you being led by someone with this profile or are you still with a pseudoleader?

     
  • Sandra Bravo Ivorra 9:00 am on June 5, 2013 Permalink | Reply
    Tags: coaching, , , ,   

    Active listening as a tool for continuous learning 

    Estimated reading time: 4 minutes

    The art of conversation is being replaced by personal broadcasting. I first heard that expression in a TED Talk by Julian Treasure on the importance of active listening, and I couldn’t agree more.

    We communicate constantly but we rarely listen. Listening goes beyond just lending an ear. Listening is investing time in others, changing the focus of attention to those that surround us.

    They are both the messages and interferences that we receive that are difficult to distinguish. It is demonstrated that we filter contents according to our culture and all this marks a difference between what we hear and what we pay attention to.

    Attitude and beliefs are key factors in communication. Our predisposition towards our interlocutors is an essential condition. Flexibility too, the ability to leave aside our ‘repertoire’ of beliefs to give way to new hypotheses.

    Active listening is the best tool for constant learning. If we don’t train that skill, we will end up shut away in our limiting tenets.

    Four basic aspects of active listening:

    1. Receiving, taking in what they tell us, paying attention
    2. Valuation, appreciating the words of our interloctors as something with an intrinsic value
    3. Recapitulating, we will only be capable of synthetizing something that we are willing to ‘receive’
    4. Asking, after assimilating information, this will generate doubts that will enable us to continue enrich ourselves

    Listening facilitates our daily lives. It’s economical, it saves us having to listen twice to the same message that we didn’t pay attention to in the first place. It’s practical, it will help us to discern what is really important. And it’s efficient, listening not only will be learn, but we will make others want to listen to us and learn about our points of view.

    Sandra Bravo (@Sandra_BI) is founding partner of BraveSpinDoctors, a strategic communication and political marketing consultancy.

    At Zyncro, we believe listening is fundamental for companies. We explain it in this whitepaper about the value of employees’ contributions for the company. In your organization, how do you listen to employees? At Zyncro we help you do it with an Enterprise Social Network. Try it.

     

     
  • Raúl González García 9:00 am on May 9, 2013 Permalink | Reply
    Tags: coaching, , , ,   

    Leadership of the Future 

    Estimated reading time: 3 minutes

    Leadership of the Future

    Five ideas to envisage leadership of the future from new leadership trends:

    1. From an individual-centered focus, we have gone towards the team, and from the team, to the network. The leadership of the future will be shared: in organizations of the future, everyone will be leaders.

    2. Leadership cannot be boiled down to a set of prefabricated formulas that are used for all organizations, it requires continuous training and the ability to adapt and improvise. Leadership will be more like dancing as a group instead of mathematics.

    3. Leading will be synonym of empowering, the best leaders will be ones who transform their followers into leaders.

    4. The traditional workplace will be transformed into a collaboration 2.0 environment and the leadership of the future will be somewhat similar to the influence that some users have in internet forums. The main leadership 2.0 competences will be the ability to generate participation and trust, micro-blogging, tolerate ambiguity, share openly, and to help achieve a ‘netarchical’ organization.

    5. If work is permeated with Social Networking values and attitudes, people will lose the fear of making mistakes, exploring, participating, sharing, making decisions, taking risks, being creative or contributing new ideas. People won’t have the usual fears found in traditional companies and won’t need to be directed, they will be used to generating collective intelligence and leadership through digital participation infrastructures.

    To sum up, leadership of the future will be necessarily collective: people won’t know how to interact otherwise.

    “The best way to predict the future is to create it” – Peter Drucker

    Raúl González (@coachingcritico) is a certified coach (ICF) and holds a Master in Work and Organizational Psychology from Mälardalen University (Sweden), specialized in participation, organizational sociology, and coaching-based leadership. He has collaborated as a coach and trainer in organizations around the world, and is author of the blog coachingcritico.com, a space continuously investigating the way in which coaching and other trends are transforming learning and collaboration in all types of organizations.

     

     
  • Eduardo Sanz 9:00 am on April 23, 2013 Permalink | Reply
    Tags: coaching, , , , , ,   

    Leadership in difficult times (II): Accidental leader or “what have I done to deserve this?” 

    Estimated reading time: 8 minutes

    I want to start by thanking you for the great welcome my first article on this blog got and all the comments many of you made both privately and publically. This just reinforces that the ideas I mentioned are not just my own vision of things and helps to confirm that we all have a mission to change the Spanish panorama of SMEs with quality executives and leadership.

    Another reason that reinforces that we have “hit the nail on the head” is that all of you who gave your feedback are people that have experienced pseudoleaders. So they are not an urban legend that no one has seen after all and they do really exist. It’s no use thinking that they are just from the older generations, and those that have replaced them are “cut from the same cloth.”

    Curiously, none of these pseudoleaders have written to me publically or privately to say “Hello, my name is X. I’m a pseudoleader and I want to change. How do I do that?” So I ask myself, where is that self-criticism?

    An accidental leader could be any of you; a committed person with a restlessness, who collaborates and has always worked hard thinking that some day their chance to lead a project due to their own merits would come.

    Normally, accidental leaders find themselves with their boss’s job overnight because the company had thought that it could save expenses that way and that they would accept the position without questioning why or how and would limit themselves to doing what they are told.

    It is communicated to them with no mincing of words. “Hello, we have decided to make a change in Sales Management and after assessing several options, we think you are the person for the job. We have good reports from your boss, you’ve been with us for a while and you know the company. So do the visits you have planned and in 15 days’ time we’ll meet here to talk about how we are going to work.”

    You get excited and you follow your work plan and visits. At night in the hotel, you work on a detailed business plan in line with what the company needs and the market demands.

    When the day arrives, the message you receive is “We hope this changes quickly and you limit yourself to doing what we tell you, don’t forget that you’re here because of us” or “What you need to do is sell, stop giving excuses and sell. Your previous boss spent all day getting data on the competition and saying that we had to change things and analyze prices, but what you need to do is sell. We’re here to think, so less PowerPoint and more selling.”

    You’ll leave the meeting completely demotivated but you tell yourself that gradually changes and improvements will be made. The months go by and things stay the same, they didn’t want a leader and you realize that you haven’t worked or endeavoured so long to do that.

    You try to give your team training and the response is “Training is an expense, less training and more selling”. You start to notice that they don’t include you in the decisions and when the time comes, you ask yourself the question do you really want to continue or not?

    You know your potential, you know your areas for improvement and you want to work on them. What’s more, you have ideas to drive and help the company.

    I’ve discovered I’m an accidental leader. What do I do?

    If after reading this you can identify with this, don’t lose hope. Don’t worry, there is a path to solve it. You have several options and, although there is no good or bad one, I’ll give you a few. But remember, the right one will be the one you decide to take.

    Option 1: Accept it and resign yourself to the fact. If that role is enough for you and you are only looking for a title on your business card, it’s as respectable a decision as any other. Many people spend their lives doing something they don’t like and passing the hours, waiting for their day to end. If you are one of them, you still have time to change it some day. If you don’t want to, good luck in your job. I don’t envy you.

    Option 2: You’re restless and you can see that this is not the future you envisaged.

    • To start, don’t lose hope.
    • Be positive, maybe you will manage to make them change the way of doing things.
    • Seek allies that can help to change things for better step by step.
    • Relish those small successes, from a new customer to a sales rep that you have trained. Give yourself those moments of self-motivation.
    • Don’t stop learningand build up your network of contacts in case an opportunity arises.
    • While you are with the project, always give your 110% so they can never say you “didn’t do it” and if the results don’t come, you can be sure that you gave your all.
    • Trust yourself and your values.
    • You have talent, success requires training .
    • Never rush into making a decision that affects your future. As the song goes “you’ll never walk alone”. “When you walk through a storm. Hold your head up high. And don’t be afraid of the dark. At the end of the storm is a golden sky”

    In the next article with which I will close this trilogy, I’ll talk about new leaders: Leader-Coaches, the seed of the Sustainable Leader.

    Like always, I’ve written about my own opinion of things, but I’d love to know what you think. Feel free to comment!

    Eduardo Sanz (@esanzm) is entrepreneur, coach and founder of Directivos en Acción.

     

     
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