How can you integrate coaching into the daily routines of leaders in crisis and change?

A well-selected coach can help with going through change and crisis quickly. A good coach has a sufficient distance to matters in the organization and can help people see things more with an eagle eye. Having proper distance and a cooled mind will help the change process.

We all live in a VUCA world. It means we must face multiple changes all the time. The most important, it is to have the possibility to update as often as possible our beliefs and our values. Coaching is a very useful process to do it. My yesterday's beliefs can limit me in a new situation, and my yesterday's values can make me think that something I used to consider as essential, is no more important and does not deserve my energy and focus in the new environment. Coaching gives no answers, but questioning my beliefs and my values it can offer me the best opportunities to find new and performing strategies to act in the new frame. And most of all, it can help me to connect myself to my emotional life and allow me to feel more confident.

Some hints on choosing a coach. - Kind-hearted - Ungreedy - Good vibes - A great record I tested my coaches before accepting their guidance. The interaction with a coach is deep and life-changing therefore, it is better to choose the right one.

In times of pressure and stress, it's tempting to believe that pushing yourself harder and becoming more task- and direction-focused is the best you can do as a leader. However, relentless task focus is exhausting for you and potentially dehumanising for your team. Coaching can play a major role in giving you space to reflect and keep perspective - creating balance between your task focus, people focus and strategic role.

By providing a safe space for reflection and exploring perspectives, coaching helps leaders to get centered, step back and understand both a situation and what's going on in them, before choosing decisions to make and actions to take

Turn away from the top-down culture and learn to listen to those who do the job. The results will be amazing. Happier people. Better results. It is worth investing in a coach to help you transform your culture.

Coaching doesn’t need to be another agenda moment for a leader interaction. Coaching is supposed to be a way of communication where the Coach/leader is driven by great questions and strategies to help the Coachee to make a move and not only enjoy an inspiring conversation. I have developed inside the company my own coaching method where we teach leaders to coach in ten minute or less. This strategy helps any leader to stepping forward coaching and make it part of the daily basis culture.

Building a coaching culture isn’t just about implementing strategies; it’s about fostering a community rooted in trust, growth, and collaboration. Imagine a workplace where every interaction embodies the spirit of coaching, where colleagues uplift each other, celebrate victories, and navigate setbacks together. This culture isn’t just a framework; it’s the very fabric of an organization, weaving connections that strengthen resilience and fuel collective progress.

A culture of coaching is about deeply listening to all, asking powerful questions, sharing perspectives, busting myths & strengthening muscle of believing in self Where there’s a coaching culture, everyone wants to become a best version of themselves Ways to create coaching culture are: 1. Make coaching as one of company value. Link demonstrable behaviours to it 2. Get CXO’s a coach, for then they become soothsayers of coaching 3. Identify & train coaching culture catalysts (who know how to coach in the moment, support formal & informal coaching needs and such) 4. Get cohorts to experience coaching’. These could be talent teams, women groups, management graduates, project teams etc 5. Hear Bill Gates - He says ‘ Everybody needs a Coach’

Coaching-Kultur hat etwas mit der inneren Haltung und dem Vorbildcharakter zu tun. Die Bereitschaft, sich selbst und seine Reaktionen und Verhalten zu reflektieren sorgt für Authentizit?t und gutes Vorbildverhalten, dem andere folgen k?nnen und wollen. Selbstreflexion bedeutet, seine Entscheidungen der Vergangenheit in Frage stellen zu k?nnen und Fehler zugeben zu k?nnen. Nobody is perfect! Coaching er?ffnet eine neue Perspektive und mehr M?glichkeiten.

The GROW model offers a framework that is easily adaptable to the coaching scenario. This framework keeps the top of mind goal at the focal point. It helps to map out the actions and helps to identify any resistance or whatever may be standing in their way of accomplishing their goal.

The GROW model isn’t just a roadmap; it’s a journey of self-discovery and empowerment. Envision leaders harnessing its power, guiding their teams through each step: setting Goals that inspire, exploring Realities with unwavering honesty, unlocking Options that expand horizons, and paving the way for decisive Will to act. With the GROW model as their compass, leaders chart a course towards success, equipped with clarity, purpose, and unwavering determination.

In the whirlwind of crises, time is a precious commodity. Yet, in just five minutes, the essence of coaching can transform lives. Picture this: a leader takes a brief pause amidst chaos, lending an empathetic ear, asking powerful questions, and sparking moments of insight and clarity. In those fleeting minutes, trust blossoms, barriers crumble, and paths forward emerge. The five-minute coaching technique isn’t just a strategy; it’s a testament to the profound impact of intentionality and presence in fostering growth and resilience.

La técnica de Coaching de 5 minutos es una de las herramientas que nos brinda el coaching para su aplicación en el día a día de los líderes. Especialmente en situaciones de cambio y crisis, permite ayudar a enfocar al otro en qué es lo quiere y cuáles son sus recursos para lograrlo. Permite al líder orientar desde un lugar que potencia a la persona de su equipo y no se limita a indicarle qué hacer en un contexto de alta presión. Este tipo de ejercicio desarrolla en forma intensiva las capacidades de los equipos para responder en un entorno de presión, apelando a los propios recursos y desarrollando la capacidad de analizar y resolver en forma ágil les situaciones, no por haber incorporado "recetas" sino por haber desarrollado capacidades.

Une question puissantes à poser serait : Qu'est ce que tu n'as pas encore testé et qui pourrait fonctionner ? Quelle est cette idée ou stratégie que tu n'a pas encore essayé qui pourrait transformer ton objectif en réalité ? Cela permet de faire un pas de c?té et de sortir de l'idée qu'on a tout tenté / essayé et que rien ne fonctionne.

Para mí, la técnica de coaching de 5 minutos se trata de proporcionar un espacio seguro para que el coachee salga de su realidad y explore nuevas perspectivas. Al escuchar activamente y mostrar curiosidad genuina, se invita a la persona a reflexionar sobre lo que hay detrás de su situación actual, permitiendo así un mayor entendimiento y claridad. El objetivo es moverse más allá de lo obvio y lo conocido, explorando diferentes enfoques y posibilidades. Una vez que se ha ampliado el panorama, se puede establecer un plan de acción con acciones concretas y medibles, así como un seguimiento para garantizar un impacto sostenible en el tiempo. Esté coaching promueve el crecimiento y el desarrollo personal y profesional.

The coaching wheel isn’t just a tool; it’s a compass that navigates leaders through the complexities of change. Imagine leaders spinning the wheel, exploring dimensions of self-awareness, communication, resilience, and growth. Each facet holds keys to unlocking potential, fostering connection, and propelling progress. With the coaching wheel as their guide, leaders embark on a journey of continuous learning and evolution, poised to thrive amidst uncertainty and change.

The coaching wheel is an absolute must in my coaching practice. I’ve seen leaders come into the agreement saying they want leadership development to then shift their goals to family or health. We forget the first need of Maslow is survival. We can’t focus on self-actualization before setting the foundation.

Desde mi experiencia, he encontrado que la rueda de entrenamiento o cómo yo la conocí, la rueda de la vida, es una herramienta útil y directa para ayudar al coachee a evaluar su situación actual y establecer metas claras para el futuro. Al visualizar diferentes aspectos de la vida, como la salud, las relaciones y la carrera, el coachee puede identificar fácilmente áreas de mejora y establecer objetivos específicos para cada una. Esto proporciona un punto de partida claro y concreto para el proceso de coaching, permitiendo al coachee enfocarse en áreas específicas que deseen mejorar y desarrollar un plan de acción efectivo para lograr sus objetivos.

The coaching dynamic will be much stronger if there is a coaching culture and people are used to coaching. If the organization has not experienced coaching before, and the leader starts coaching, it will create more confusion and tension. Start early with the coaching practice to reap the benefits and in the future prevent crisis or reduce their impact!

Integrating coaching into the daily routines of leaders during times of crisis and change can be highly beneficial. Leaders can schedule regular coaching sessions with a professional coach or mentor to help them gain clarity, set priorities, manage stress, and develop strategies for navigating the challenges ahead. Additionally, leaders can incorporate coaching principles into their daily interactions with team members by actively listening, asking powerful questions, providing constructive feedback, and offering support and encouragement. By fostering a coaching mindset within their leadership style, leaders can help their teams adapt more effectively to change, build resilience, and achieve better outcomes during times of crisis.

There need to be established coaching culture for many of the suggested ideas to work during crisis. Coaching is a process and needs to happen in a right mood. In the time of crisis when emotions are heightened and time is a constraint, all the right questions may not give the right result.

Taking a moment to reflect (after an event, or every day or week) is simple to do. For example, the Borton's reflective framework can be used: 1/ What : what happened, what did I do, what did I notice?... 2/ So what : what is my analysis from the above? What went well, what did I learn?... 3/ Now what : what will I do from now? How am I going to implement my learnings?...