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Coaching Managers

Strategic Training, Coaching and ConsultingTargeting Analysis, Target AnalysisOperations ManagementTeam OperationsSpecial Forces ManagementBusiness Analysis, Command & ControlInformation Needs Analysis and Business Intelligence

 

By Dr. Daniele Trevisani, Scientific Director

It is indeed scientifically proven that the vectors that qualify a manager are at least two, the technical skills, and the relational/behavioral skills. My approach in counseling and training is grounded on the same needs that organizations express so clearly when looking for managers that share the same values.

I would like to express some basic values that reflect the contents or our coaching, training and consulting processes, that we can further discuss on a case-by-case analysis.

Coaching program based on the growth of:

  1. Emphatic processes, (including listening skills), by which a manager can better understand the people he is working with, and get results from them
  2. The growth of hidden/inner potentials: unfreezing the relational and communication skills, since, as proven by Carl Rogers and other humanistic psychologists, they tend to get more and more frozen in the process of growth and under stress
  3. Psychological self-knowledge, by which a manager can better understand his/her psychological and innner processes, and evaluate at which degree they are different from what he would like to be: the first necessary step for change
  4. Behavioral self-knowledge: observing personal behaviors in real situations, with the help of content-analysis tools, and evaluate at which degree they are different from what the individual perceives as effective behaviors as defined by the person himself before the observation. This produces a "flash" and increased insights on the differences between ideal and real behaviors
  5. Self-perception, self-image, and the representation of self at work: starting to build a different image of the ideal self and the related behaviors and communication styles at work. We have found that it is completely unuseful to try to change and build different communication styles by means of training processes, if the cognitive representation of the self does not change. If one sees himself as "already perfect as is", there is no space for change
  6. Commitment for change: learning to consider ourselves as an evolutionary system that can always improve, and start to perceive the benefits that can be obtained when attaining a new stage of personal growth
  7. Need for change based on corporate culture and self-interest: understanding that organizational cultures based on leadership and people management reward in several ways the relational abilities, and - on the other side - the tolerance for not being able to practice effective leadership and relational skills has a threshold, and the individual cannot consider himself/herself immune from that
  8. Reconsidering the practical leadership-related behaviors: reflecting and acting on the day-by-day leadership and people-management
  9. Identifying situational change goals on different tasks, such as
    • asking feedback
    • giving feedback,
    • assigning goals,
    • evaluating results,
    • describing a technical process,
    • coaching a new team-member,
    • managing a meeting, presenting a project in a public speaking,
    • any basic communication tasks that functions as a sign of communication styles and cultures
    • complex communication tasks, such as deep-listening and in-depth interviewing a team member to understand his motivational state and the team climate, .

      Beyond this list, we stimulate the client to enhance and focus on a list that of market- and organizational-specific tasks that we can add to the coaching/training/consulting goals.

      Methodologically, the coaching process for these objectives should be as active as possible, based on "reality-checks" (listening and reflecting on other people's real behaviors as "ghost listeners" and active observers), active role-playing that can stimulate the need for change, and other active training systems on which we are specialists.

      Dr. Daniele Trevisani

1995-2010 Studio Trevisani Communication Research, All Rights Reserved

Organizational DevelopmentMarketing Research & ConsultingConsultants in Marketing and CommunicationCommunication and Marketing Training, Human Resources TrainingHuman Potential, Resources Development, Counseling Specialist in Europe

Areas of Intervention

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