Óptimo desempeño desde el potencial

En este episodio de "Coaching Lab México", el Coach Héctor Sampieri profundiza en la Escuela de Coaching para el Rendimiento, desarrollada por Sir John Whitmore. Se analizan los principios fundamentales como el enfoque en el desarrollo del rendimiento, el modelo GROW y la ampliación de la conciencia. También se discuten contribuciones específicas al coaching ejecutivo, como la clarificación de objetivos, el desarrollo de habilidades de liderazgo, el fomento de la responsabilidad y la acción, el cambio de creencias limitantes y la integración con el feedback y la evaluación del desempeño. Descubre cómo este enfoque estructurado y basado en el rendimiento puede transformar el liderazgo y el desarrollo personal y profesional.

Episode Transcript

(00:04):
Hello everyone welcome to another episode ofcoaching Club Mexico. I am coach Héctor
Sampieri, and I am delighted tomeet you again to continue our journey in
the world of executive coaching within thisfifth season. In our previous episode we
raised the horizon. Now it isup to us to begin to walk the

(00:27):
path that allows us to take advantageof what each of the main coaching schools
offers to the executive sphere and context. Today we are going to deepen together
in one of the most influential schoolsof coaching, the so- called Coaching
Ford Performance, developed by Sir JohnWhitmore. Let' s talk about the

(00:50):
optimal performance variable. From the potential, coaching for Performance has had an extremely
significant impact due to its pioneering characterin the field of coaching to the organizational

(01:11):
world, especially within the business arena. Thanks to Sir John Witword, we
moved from Tim Galway' s practicein the world of sport to the world
of business. Its focus is onunlocking the potential, both personal and organizational,
to achieve high performance. Let's briefly explore in this episode the

(01:36):
fundamental principles of this school and howthey can be applied in executive coaching.
Let' s start with three aspectsthat seem key to me. First,
let' s talk about the focuson performance development in this coaching school.

(02:00):
Performance development is the neural key tothe whole process. Coaches will focus on
helping coachis and when they work asa team to achieve their goals and continually
improve. This approach allows us towork directly on the maximum possible performance.

(02:22):
Something crucial in coaching aimed at thebusiness arena, working with the maximum possible
performance, which would happen if,in carrying out a task, we took
our performance to the highest possible levelof efficiency, what would happen if we

(02:42):
did well and got great results.As a second notable element, we would
have to say that one of themost recognized variables of this school in order
to achieve that efficiency in performance isemployment. So called mos de lo grogu,
which means growth in English and whichis an acronym that combines the following

(03:06):
words. First, golds objectives reality, analysis of reality, options, consideration
of alternatives and WATS, exploration ofcommitment and action plan. This model guides
the discussions in this coaching perspective,helping coaches define clear goals, analyze their

(03:28):
current situation, consider different options tomodify their current situation and plan concrete actions.
In John Whitmore' s classic CoachingBook you can find the conversation between
Mike and Joe as a reference tohow this GROW model is put into action

(03:50):
so that the coachi achieves accessible goals, that bring it to a true performance
and put it in the place whereit must be in order to properly lead
the company and the organization in whichit collaborates. As a third substantive element.
It seems fair to me to expresshow this coaching school emphasizes the self

(04:15):
- consciousness and awareness of the coachiabout its context, about the possibilities that
its context offers. These elements areessential in order to make informed decisions and
effective changes that are sustainable over time. The awareness of Coachi' s own
behavior, which the coach promotes orencourages, and also the recognition of the

(04:43):
elements of the environment that favor orhinder the Coachi' s challenge and concrete
challenge allows executive leaders to adjust theirstrategies and continually improve for the benefit of
the place where they collaborate. Withthis scenario in mind, let us now

(05:15):
see some specific contributions from Ford Performancecoaching that each of us training coaches,
experienced coaches, also coaching clients,can take direct advantage of in executive coaching
processes. The first element is theclarification of objectives and targets. Whitmore highlights
the importance of defining clear objectives thatdrive development and performance. Three acronyms are

(05:43):
used in smart, a goal thatis specific, measurable, agreed, realistic
and with a defined time. Butit also speaks of pure peure in English,
positive, understood, pertinent and ethicaland, finally, claire, challenging,

(06:05):
legal, respectful of the environment andregistered to measure it. It is
three ways to approach the definition ofthese objectives and goals that becomes a really
crucial element in a business environment,in an executive sphere. Second, and
I think it' s another crucialcontribution to developing leadership skills. Whitmore approaches

(06:30):
coaching as a way to develop essentialskills for leaders, such as decision-
making, time management and communication,and in follow- up to these two
elements, both goals and leadership skills. It should be said that coaching ford
Performance underscores the responsibility and action ofthe coachi as a substantive thing within the

(06:58):
coaching process. From this perspective,he emphasizes that the Coachi must fully and
thoroughly assume responsibility for its own developmentand take the necessary measures to achieve its
objectives. The coach will support thisprocess, always remembering the established leadership and

(07:21):
helping the Coachi to maintain the focusof that performance gap that he must conquer.
It is also very important to mentionthe change in limiting beliefs that are
lived as interferences with potential. Thisform of coaching works to identify and modify
negative thinking patterns that can hinder theperformance of coaching As the last big element,

(07:47):
it should be said that this coachingschool has always been willing to live
an integration with evaluation exercises within theorganizations, such as feedback and performance evaluation
as pillars of coaching Ford Performance,especially because a three hundred and sixty degree
feedback and other evaluation tools provide acomplete view of the performance and areas of

(08:13):
development of COACHI, both at thebeginning and half and at the end of
the coaching program. Clear objectives,development of leadership skills, focusing responsibility and
action on COACHI, changing limiting beliefsbecause they result in interference with the potential

(08:33):
and integration of mechanisms of what wemight call consulting, such as feedback and
performance evaluation, to be aware ofthe process that COACHI itself is experiencing at
the beginning, in the middle andat the close of its coaching process.

(09:03):
We' re approaching the close ofthis quick review. It must be said
that in this first approach, firstof all in ancient times, as we
have said, a far- reachingcontribution is made to the inexecutive coache,
since it is undoubtedly offered an approachnot only structured, but based on the

(09:28):
performance associated with the maximum potential possible. This model has had a lasting impact
on the field of coaching, providinguseful tools and methods for the development of
leaders. It has undoubtedly opened thegap and continues to propose us to go
beyond the limits that we ourselves candelimit in the search for our potential as

(09:52):
coaches. I hope you enjoyed thisepisode and have provided you with new ideas
and tools to apply in your executivecoaching practice. Don' t forget to

(10:16):
subscribe to Coaching Lab Mexico so wedon' t miss our next episodes.
Thank you for joining us at ournext meeting. We' ll talk about
the coactive coaching contributions. Don't miss it for now, see you
soon, see you forever. I' m coach Hector Sampierri, and I

(10:37):
' m deeply grateful for your presencehere today with us.