At a time when the global economy is bringing innovation, new ideas and new market opportunities, outsourcing and the elimination of white-collar jobs has left many of us feel anxiety and insecurity about the future. It is increasingly evident that American workers can no longer look to the society a sense of security, location, benefits or loyalty. Since the dependence of age structures is decreasing in the following ways of looking at work are emerging: People want work that gives meaning and purpose People want their work to be part of a balanced lifestyle increasingly People most choose to create their own small businesses or work as independent professionals, consultants and independent contractors in the changing economic climate, people must learn to trust your own intuition, talent and resources to survive and prosper. To do this, they need sustained motivation and self-awareness to recognize and pursue new opportunities leading to meaningful work. This raises the question of how one can even recognize new opportunities, when we feel more stressed and anxious than ever. Many of us do not even know what we want or if you knew where to look. Fortunately, there is emerging a powerful vehicle to help people seeking care, purpose and fulfillment, and to keep on track during these uncertain times and in the future. That vehicle is called Personal and Professional Coaching.
Personal and Professional Coaching works through a dynamic partnership focussed entirely on the client and the client program. In training, it is presumed that the following: People are creative, witty and all people are able to find their own answers to whatever challenges facing all parts of people’s lives, careers, relationships, recreation, personal growth, finances, etc. are interrelated and the balance of life impact and compliance Coaching often starts by exploring what the person really wants. Even when people think they know this, greater clarity and self-consciousness emerges through coaching. And sometimes, people find different aspirations, those who do wait to get out of bed every morning. Using active listening skills and proactively ask questions, the coach gets the customer experience a deep understanding of how they operate in life. Through activities such as the clarification of values, ideas and strategic planning staff, the trainer will help his client to recognize and access options and possibilities that have never seen before. By entering the client responsible and accountable, the coach empowers the client to proceed with the commitments they made in training.
Subsequently, an impulse that results are based on the confidence inspired ideas become actions with tangible results in the real world. What we learn about ourselves through the training will include the potential and talents only, but all we have avoided before. A coach will work with the client to discover and release negative and limiting beliefs that may prevent you from getting what they want. All this is done in a relationship where trust, respect and recognition are highly valued. Coaching is an approach that allows people to fulfill their own promise bigger and develop, regardless of the changing winds of the economy.
Not long ago, a friend who works in television complained that the industry has no interest in real business stories. And I have to agree with him, and we do not see much coverage that does not involve stock prices or some sort of scandal. However, there has been an important exception. A few years ago, the British Broadcasting Corporation (BBC) began airing a business program that became so popular as part of its ordinary share in prime time television networks (USA and Canada followed with their own versions of the program) . Fast Company magazine told us about the BBC program, which is out of their offices CEOs corner for a season in the first line. And as they work on the front lines, the cameras are rolling. For many, if not all CEOs who participated, the experience was a big eye-opener. According to the magazine, “Almost without exception, managers learn a lesson in communication.” We found people in the center of every organization who know exactly what is right and what is wrong with him, “says Robert Thirkell who produces the show. But between them and the bosses is a layer of the population – those whose careers depend on disinfection of information. The leaders are always surprised how much knowledge exists further down the ladder. ” With this in mind, let’s spend a minute or two to think about the barriers to upward communication good. But rather than blame middle management, which seems to be one of the items on the agenda, we will examine the structural issues. Discovery Communications does not necessarily agree. First, upward communication involves the aggregation of information or data.
For example, a supervisor of the reports on the collective efforts of five front-line employees, an administrator of the aggregated data of five supervisors, and a vice-president of the aggregates of the information provided by five directors. As information is added in this way, it loses most part of its context and richness. The wealth I’m talking about the anecdotal and personal knowledge that front-line workers to gather and build from continuous interactions with customers or users. Obviously, most CEOs do not have time to read reports comprised of hundreds of stories that want the summaries of the information. Second, as information or data moves up, there tends to be left in pre-existing categories.
Employees on the front lines to know and understand the nuances of each customer history, but reflects a greater or lesser extent, the personal relationship between worker and client. However, there is no room for nuance in weekly reports. Third, upward communication normally deals with respect, rather than competitive or operational intelligence. Administrators use the information up the hierarchy to determine how well they have followed the instructions. When you want information on competition or performance that often use different means, such as bringing in consultants or commissioning studies. It is always tempting to attribute communication failures to moral failures of the directors, but if you really want to understand the communication failures, you should begin by looking for structural obstacles. In summary, CEOs who spend time on the first line, no doubt, will find many surprises. But if you want to get the news from the front lines will be needed to address the structural nature of upward communication.