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IL MANAGER COACH

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Nelle organizzazioni pochi temi sono fondamentali come lo sviluppo dei talenti, la trasmissione efficace dell'esperienza agli altri, la delega ed il controllo. Il Manager Coach riesce a realizzare tutti questi obiettivi nel modo più efficace ed efficiente.

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IL MANAGER COACH

  1. 1. IL MANAGER COACH: la nuova forma di leadershipSYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 1
  2. 2. SOMMARIO 1 - Dal Capo tradizionale al Manager coach 2 - Presupposti e competenze del Manager Coach 3 – Lo strumento per il coaching dei collaboratori 4 – La motivazione dei collaboratoriSYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 2
  3. 3. IL CAPO CHE COMANDA Lo stile dittatoriale serve al manager per avere tutto sotto controllo … … può irritare e demotivare i collaboratori, che non hanno autonomia, che non osano reagire, anche perché la loro reazione viene ignorata … … e che si limitano a prestazioni mediocri … Controllo del Capo = 100 %Autonomia del collaboratore = 0 %SYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 3
  4. 4. IL CAPO CHE PERSUADE Il manager espone la sua idea e si aspetta che venga accettata … … il collaboratore risponde con un sorriso di circostanza … … affrettandosi ad eseguire le istruzioni … … e si chiede: ho una effettiva possibilità di scelta ? Controllo del Capo = 66 % Autonomia del collaboratore = 33 %SYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 4
  5. 5. IL CAPO CHE DISCUTE Sia il manager sia i collaboratori espongono la loro idea … … ed i due punti di vista hanno lo stesso rilievo … … per arrivare ad una decisione veramente democratica … … ma può comportare un eccessivo dispendio di energie e tempi lunghi Controllo del Capo = 33 % Autonomia del collaboratore = 66 %SYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 5
  6. 6. IL CAPO CHE ABDICA Il manager lascia che i collaboratori se la cavino da soli … … il manager si dedica alle sue attività ed i collaboratori hanno piena libertà … Il manager può non sapere cosa fanno i collaboratori … … e questi possono avere prestazioni mediocri perché non sono guidati Controllo del Capo = 0 % Autonomia del collaboratore = 100 %SYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 6
  7. 7. UNA CONVERSAZIONE IN AZIENDA “Ho fatto come avevamo deciso ma non funziona !” “Mi assento per qualche “Deve aver commesso un minuto. Veda se riesce a errore da qualche parte! scoprire dove e quando si verifica il problema. Tornerò Faccia in questo modo…” fra poco e l’aiuterò a trovare la soluzione.” Quali differenze ci sono?Per es.: vs. consapevolezza (1) e della responsabilità (1) del collaboratore oppure vs il trasferimento di esperienza e lo sviluppo del collaboratore.(1): significato del termineSYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 7
  8. 8. PERCHE’ IL MANAGER COACH MANAGEMENT: gestire persone e risorse per raggiungere gli obiettivi dell’organizzazione COACHING: liberare le potenzialità di una persona in modo che riesca a portare al massimo il suo rendimento 100% controllo Manager coach 100 % autonomia100% controllo 0% controllo0 % autonomia 100 % autonomiaSYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 8
  9. 9. I PRINCIPI GUIDA DEL MANAGER COACHCambiare se stessi per cambiare gli altri La qualità della comunicazione si misura da ciò che si ottiene Non si può non comunicare La mappa non è il territorioSYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 9
  10. 10. LE COMPETENZE DEL MANAGER COACH CONOSCERE SE STESSI Creare un rapporto di fiducia Saper orientare alla soluzione Saper fare domande che cambino la prospettiva Ascoltare in modo attivo Saper dare e ricevere un feedback costruttivo Essere “emozionalmente” intelligenteSYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 10
  11. 11. CONOSCERE SE STESSI Pubblico Zona cieca Noto agli altri Segreto Ignoto Ignoto agli altri Noto Ignoto a me stesso a me stessoSYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 11
  12. 12. CREARE UN RAPPORTO DI FIDUCIAOrientamento al risultato Flessibilità Acutezza Creare “rapport” sensorialeSYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 12
  13. 13. ORIENTAMENTO A PROBLEMA/SOLUZIONE Qual è il problema ? Che obiettivo vuoi raggiungere ? Da quanto tempo esiste ? Come saprai quando lo hai ottenuto ? Cos’altro potrebbe Chi ne è responsabile ? migliorare, quando lo avrai raggiunto ? Qual è la peggior cosa che è Che risorse hai già, per capitata (o che può capitare) poterlo raggiungere? per questo problema ? Quali obiettivi simili hai già raggiunto in passato? Perche non è ancora stato risolto ? Qual è il passo successivo ?SYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 13
  14. 14. TIPI DI DOMANDE Domande aperte / chiuse Domande per la ricerca di dati Domande per feedback Domande per cambio di prospettivaSYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 14
  15. 15. TIPI DI ASCOLTO Ignorare Fingere di ascoltare Ascoltare in modo selettivo Ascoltare in modo attivo Ascoltare in modo empatico Il segreto è capire e non giudicare, liberarsi da filtri e convinzioni nostri che modificano le parole dell’altro.SYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 15
  16. 16. MODELLI DI COACHING Modello G.R.O.W. Modello P.O.W.E.R. G – GOAL: Che cosa vuoi? P – Present: Descrivi il presente O – Objectives: Definisci gli obiettivi R – REALITY: Cosa accade adesso? W – Way: Scegli il modo O – OPTIONS: Cosa può essere fatto? E – Execute: Esegui le azioni W – WILL: Cosa intendi fare? R – Results: Verifica i risultatiSYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 16
  17. 17. P - DESCRIVI IL PRESENTE Lo scopo è di specificare lo stato attuale, per es.: con le domande:  qual è la situazione attuale?  chi è coinvolto nella situazione?  che tipo di controllo abbiamo sulla situazione?  che passi sono stati fatti finora e con che risultati?  cosa ha impedito di procedere oltre?  che ostacoli interni o esterni occorre superare? con quali risorse?  qual è quindi l’obiettivo da raggiungere?SYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 17
  18. 18. O - DEFINISCI GLI OBIETTIVI Lo scopo è di definire un obiettivo SMART, per es.: con le domande:  qual è l’obiettivo?  come facciamo a sapere quando l’abbiamo raggiunto?  che significato ha raggiungerlo?  è raggiungibile (ovvero che cosa serve per raggiungerlo)?  entro quanto può essere raggiunto?SYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 18
  19. 19. W - SCEGLI IL MODO Lo scopo è di individuare una serie di soluzioni per raggiungere quell’obiettivo, per es.: con le domande:  in quali modi potremmo raggiungere l’obiettivo?  cos’altro potremmo fare?  quali sono i vantaggi e gli svantaggi delle opzioni elencate?  cosa potrebbe succedere, nel caso in cui … ?  quale opzione garantisce il risultato migliore?  quale opzione è quella da preferire?  quale opzione dà la maggiore soddisfazione?SYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 19
  20. 20. E - ESEGUI LE AZIONI Lo scopo è di scegliere la soluzione migliore e di stabilire un piano di intervento, per es.: con le domande:  quali sono i vantaggi e gli svantaggi delle soluzioni elencate?  quali opzioni garantiscono di raggiungere l’obiettivo?  quale soluzione garantisce il risultato migliore?  quando intendiamo attivare quella soluzione?  cosa potrebbe ostacolare il raggiungimento dell’obiettivo?  come è possibile rimuoverlo? che supporto è necessario?  da 1 a 10, quanto siamo sicuri di raggiungere l’obiettivo?  come è possibile rimuovere questi ostacoli?  quando possiamo valutare lo stato di avanzamento?SYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 20
  21. 21. R - VERIFICA I RISULTATI Lo scopo è di verificare la conclusione o lo stato di avanzamento di una soluzione, per es.: con le domande:  com’è andata (o come sta andando) rispetto al programma?  quali progressi sono stati fatti, verso l’obiettivo stabilito?  cosa è andato meglio del previsto?  cosa ha richiesto un maggior impegno?  cosa ha funzionato bene?  cosa ha impedito di centrare l’obiettivo?  cosa è possibile o necessario fare, adesso?  che cosa abbiamo imparato?SYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 21
  22. 22. ANDARE OLTRE IL MODELLO Riformulare le risposte Fermarsi alle prime risposte/più logiche o proporre domande del tipo:  cos’altro? chi altri? (allargare il campo)  cosa, di diverso? (individuare alternative)  nei panni di “X”, come valuteresti la situazione? (vedere sotto altri punti di vista) Porre attenzione al linguaggio usato (es. posso/non posso, devo/non devo, devo/voglio), anche per:  cogliere e modificare le convinzioni limitanti;  cogliere e sfidare le generalizzazioni, le distorsioni e le cancellazioni. Utilizzare in modo efficiente il tempo a disposizione.SYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 22
  23. 23. LA MOTIVAZIONE Cos’è la motiv-azione ? Motivazione interna e motivazione esterna Da cosa dipende essere percepiti come capi motivanti ?SYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 23
  24. 24. EVIDENZE DELLA DEMOTIVAZIONE Chiusura in se stessi Reazione contro l’ambiente (la colpa è degli altri) Ricerca del successo altroveSYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 24
  25. 25. LA MOTIVAZIONE, NELLA PRATICA Essendo consapevoli che quello che motiva noi non necessariamente motiva gli altri … … ed in particolare i nostri collaboratori, come possiamo conoscere meglio cosa li motiva ?SYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 25
  26. 26. INDIVIDUARE CIÒ CHE MOTIVA Quando è stata l’ultima volta in cui hai fatto qualcosa che ti ha particolarmente soddisfatto ? Che cosa è successo ? Tu cosa hai fatto ? Che cosa è stato importante per te ? Tu chi sei, quando … ?SYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 26
  27. 27. IL VOSTRO PIANO DI SVILUPPO Stabilire un (nuovo) obiettivo Attivarsi per raggiungerlo Sì Verificare se risultato = obiettivo No Cambiare approccioSYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 27
  28. 28. CONTATTI Franco Pieracci SYNERGY Consulting S.r.l. Via S. Marco, 14 29121 – Piacenza www.synergyconsulting.org franco.pieracci@synergyconsulting.orgSYNERGY Consulting S.r.l. - IL MANAGER COACH: la nuova forma di leadership pag. 28

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