Benecos Toffee Review

COACHING TEAM (3): COACHING

Perhaps this part is one of the most difficult to work with teams. called blind spots the areas that the manager or professional can not see himself and play a major role in the performance. Perhaps one of the biggest problems of blind spots is the professional's inability to see them for yourself. And therefore, if you do not see, you can not manage . But some, not all of the team if they see it, and realize, and interact with both the conscious part of the management and with their blind zone. Is clearly related to Johari window, developed by Luft and Ingham where others see things from us that we can not see. That is, the area is not known by the manager but is known by others. And besides I include in this area also blind the others are not even able to see and not the manager (unknown area in terms of the Johari window.)

Why is it so important to this area unconscious? The reason is simple, manage, interpret and react in function of our consciousness. What we are not aware we can not manage. So in the end, we do not have enough information on many decisions if we do not have the feedback of others or the ability to self-observation . Therefore it is necessary to generate a genuine spirit of cooperativeness and participation. Also, learn to observe and observed, is an exercise that gets send more information to the conscience to improve decision-making and interaction with others. But with all this we find a "small" problem. capacity or self observed. And if you even receive feedback from others the ability to manage this information and integrate it into global vision. In fact, we encounter many problems ego, pride, arrogance, fear, misinformation, etc ... all lead to secrecy makes it difficult to manage the team or possibly manage with high performance is required. Besides not everyone is able to see himself. In my lectures I tend to speak of what is called the catoptrofobia , ie inability to see in the mirrors . Perhaps this is the main focus in the direction that prevents many of the teams are actually groups, bands, or as my friend tunas Juan Carlos Cubero. Therefore, it is important that the group learn "slowly" to work together and understand the importance of first look after yourself and others . In fact, my recommendation is to avoid confrontation initial work with the feedback if the computer is not ready and do not have enough experience and maturity as a team. And that usually start working from what everyone sees it brings and does not contribute to others, but not from confrontation. So gradually capacity is improved self-critical and therefore even the acceptance of comments from others about areas for improvement time and trust. The teams have their rhythms, and stages. Understand is to understand human nature and the nature of the equipment.