When it comes to developing people, still live with very subjective models that generate uncertainty, mistrust and insecurity in managers regarding their applicability and their results. Management Skills.
I have talked to leaders and entrepreneurs from different segments and usually hear many stories about big business projects that have “in the drawer” and that unfortunately can not put into practice. They talk about their project dazzling way and highly motivated, but in the end, when asked the reasons for not putting this project forward, the answer is that they have no staff prepared to delegate this mission and that they themselves would not have time to devote the more this “front”.
There is a point that is requiring more and more attention: the development of people with a focus on institutional growth, because in fact, companies do not have time to wait for the staff to develop – they need to embrace this responsibility by treat- is a fundamental part of the business strategy.
However, the lack of time is still the “excuse” being used by these managers. “I have to hit the targets, visit and solve customer problems, present the results of the budget and still have to take care of the development of employees?”. The answer is no. You have to take care of the development of employees so that they hit goals, visit and resolve customer problems and present the results of the budget. Dedications are different between taking care of the complexity of everyday life or lead change and business expansion.
Meta and competence of people
Let’s take as an example a case where the company has not reached that target for development of the business. Of course, you need to identify the root of the failure and come to a probable cause: lack of competence. Not only the competence of comprehensive and widely, but the personal skills that need to be identified and developed in the staff of the company.
This finding is extremely important if we consider that goals in a planning process, many companies pore only to understand the opportunities, barriers to entry, the activities of the competition, the production capacity, among others, in order to trace the goals of future period. They forget, therefore, diagnose in what respect people need to be trained so that they can perform these goals.
Therefore it is essential that after the targets, the attentions are focused on clearly and objectively understand what skills are needed, so that each employee can improve themselves so they can “do their part” in order that the company as a whole achieves its goals.
Focusing on the development of business tied to its human resources, many people management are being used by companies. Accordingly, the Management Skills is gaining more prominence, because in addition to its obvious qualities, was the model chosen by Brazil in updating the ISO 9000 in 2000.
Therefore, I say that the great challenge today is to train leaders who can do coaching with his subordinates. Ocoaching is also a People Management model you are installing in the Brazilian culture recently, despite it being a tool used in other countries for longer.
Building strategies to win in any scenario
Coaching is a process in which allows managers to develop one by one the members of his staff, objective and highly productive way. Many development needs bump the difficulty of being remedied through courses or lectures, as are skills that need to be trained on a daily basis.
When the manager goes through a process of forming as a coach, he undoubtedly develops its own ability to lead, since the process teaches you to other ways of seeing work situations and, going further, the situations of life. We still live with the fact that managers feel that they should solve everything, it is necessary to see and approve any act. In fact we can go a little further, because often the fact center is connected to power, the need to show the company that it is necessary and even vital to solve the problems. Acting as coach their mission transcends that it establishes the dependence of subordinates going to have as main characteristic the transfer of technology and education.
I share here some coaching advice to managers:
– Identify the maturity of their subordinates.
– Recognize the leadership styles adaptable to each level of maturity.
– Know how to provide feedback without counsel, generating development.
– Make people work focused on their own goals, inspiring and engaging the team toward the purpose of the organization.
– Know how to win followers and develop leaders.
More tips for reflection:
– Entrepreneurs and managers are exhausted from so much paperwork, operational and legal difficulties to fulfill. It is necessary and urgent is that relationships and obstacles with the laws are more “friendly”, ie easier and agile.
– The competition is increasingly fierce, but it is beneficial from the point of view of “push” the segment for competitiveness.
– The need to innovate in products and services to delight customers increasingly demanding full defies time of the structures, which is also great for everyone.
The organization has its commitment involved leaders generates a development culture, learning all the time and remains more prepared for the challenges and opportunities that present themselves every moment.
Remember that the improvement process is continuous and gradual; challenging to the point of being uncomfortable. This equation moves to the maturity and the extraordinary results.