TEAM COACHING WITH SKILL-EQ METHODOLOGY
Talking about responsible, sustainable, and effective talent management and leadership can be quite a challenge since each one of the individuals in a team is different and sometimes acts or expresses themselves in an unexpected way in the same situation.
There are many factors that play in favour of the poor or insufficient results of an organization or a team:
- People´s personality and background
- Lack of protocols or procedures
- Excess of protocols or procedures
- Lack of alignment with corporate values
- Different generations that do not understand each other
- Misunderstanding of strategy
- Lack of purpose
- The culture of each person
- The culture of the company
- The subcultures of each team
- The excessive ego of bosses, to name a few.
However, in my professional career, since I was 27 years old, I´ve had the opportunity to lead multigenerational and multicultural teams, both in large companies and in SMEs, and all of the above, with all due respect, are nothing more than excuses and especially consequences of a bad leadership style.
Prior to 2017 when I founded Aprofitalents, I worked for other companies and had managers who were my mentors, from whom I learned a lot, who respected me, listened, supported, understood, and helped me to improve continuously. They encouraged me to be a respectful and responsible leader, beyond my title; they trusted me, they delegated and increased my responsibilities, and they let me err in a measured way. I could always count on them.
I´ve also had Directors and managers who were despotic, insecure, with little empathy, and without humility, they only knew how to sow confusion, they did not know how to lead, inspire, offer confidence or compassion, they created environments so toxic that they generated bad internal relations, psychological casualties. And of course, they were responsible for the disengagement of young talent and those who had been in the company for less time.
In the latter case, they were managers who ranged from the company’s property, family members of the property (descendants or spouses) of all types of gender, ages, education, and provenance, to managers who had been promoted without any coaching and training, and who had not had a role model, or a mentor in their professional career.
Their lack of values and principles, which are what dictate our behaviour, turned them into emotional tsunamis, destroying optimism, healthy internal relationships, and the necessary communication.
These people are the enemies of talent loyalty, the increase in profits, and the competitiveness necessary for a company to last over time and have a good reputation in the market.
The main problem we find in companies that are driving a digital transformation is that bosses and directors focus mainly on technology, which, in short, is the process of organizing work so that people and technology work better. together.
In fact, the establishment of new technology will help them to analyse, make better and faster decisions while obtaining significant economic results.
But did you know that according to Dr. and psychologist Daniel Goleman, success, both personal and organizational, is 80% due to emotional intelligence or EQ, and only 20% due to IQ or technical skills?
Managers need to accept and understand three basic issues regarding team leadership and results:
- Their main responsibility is the leadership of people and the relationships they generate in the company.
- Their people are the ones driving the change and the ones who are affected by it.
- Their own success is the result of teamwork, not the other way around.
Given that emotional intelligence has not been an academic knowledge until recent years, the majority of people who held positions in senior management lack it, are unaware of it, or have to develop it.
In 2017, after seeing that executive coaching took months to get some team leaders to achieve considerable changes by themselves, with the frustration that this could generate, I created a methodology called SKILL-EQ.
It is in coaching sessions together with their team and in person, that address and solves the problems that these managers face when they try to align their teams, involve their people in the adoption of change plans and digital transformation, as only three group sessions of about 3 or 4 hours each.
After years of research and my own management experience, I verified that in most cases (if not 100%), the problems that the teams had, due to which they did not achieve the expected results in their objectives or KPIs, originated from the lack of confidence that managers convey and from their poor communication and relational skills.
During face-to-face sessions, they learn, understand, and develop their own emotional intelligence as a stepping stone to improving internal communication, trust, and team relationships. The rest of the people also learn to develop their individual leadership and understand that they are co-responsible for the results of their team/company.
How to start with the SKILL EQ methodology and what does it imply?
It is important to mentalize the team before starting with the methodology, their involvement is key to the success of the process, which will require flexibility, patience, humility, confidence, as well as a change of mentality of all team members.
The SKILL-EQ process:
After an online and confidential analysis of everyone’s opinion on the current situation, the styles and personalities of each participant, the process consists of three parts:
- Group coaching sessions from 9 to 16 hours, depending on the number of team members.
- Individual sessions of 1 hour with each participant after the methodology.
- Consensus and communication of the acquired team commitments (which make the results sustainable over time).
Who can benefit from SKILL-EQ?
- Teams that need to align, or improve their internal relationships and communication.
- Teams that need to improve their performance to reach the economic results set by the company.
- Companies with groups of people who work in silos.
- Companies undergoing a change in top management or a fusion.
Who participates?
- General Managers, CEOs, and their Heads or Directors
- Managers or Team leaders with their direct staff.
For more information about the SKILL-EQ Methodology click on this Link
Post written by Susana Jiménez, Founder, Executive, and http://linkTeam coach, creator of SKILL-EQ Methodology.
