O Coach e o Executivo on Windows Pc

WHO IS THIS APPLICATION FOR?

This is an application that accompanies the Book "The Coach and the Executive" written for coaches, leaders and human development professionals. The text has some terminologies of coaching which does not prevent leaders and professionals of Human Development without training in coaching find a valuable reading here.

This application "The Coach and the Executive", has materials such as audios, which you can download and that supports this reading. It contains instructions on how it can be used.

Leaders will be able to access the concepts of coaching, which are very useful for them, and thereby generate changes in who they are, what they do and how they do it. This experience will give them the opportunity to get in touch with the benefits that this activity provides.
If you are a leader, as you read the word coach throughout the book, put yourself in the position of this coach and realize what you can use when you relate to your coaches, especially when you focus on developing them, not simply getting results or tasks learned and executed efficiently. Remember that getting results and developing people are not exclusionary activities and you, the leader, are responsible for both.

The leader also alternates roles. At times, it will teach, and in others, it will help those who are led to learn, which is exactly what the coach does. Teaching is giving answers, after all he has much to convey, whether by his experience, company knowledge or the market. On the other hand, however good the knowledge is, they will always be limited, and when a leader has all the answers, the questions change. Thus, at other times, your role will no longer be a permanent provider of answers. In addition, giving answers concentrates responsibility on those who give them, that is, on the leader. Realize that whoever asks and receives answers remains in the comfortable position of following what you have been told. If the result is not what is desired, it will be easy to say: "Acted according to your instructions. What do you want me to do now? " With this, especially those who do not show proactivity are accommodated, are dependent on the leader's answers and are always asking. In turn, the leader often thinks, "I can not believe you're asking me this! Do not they have initiative? "
So the leader also has to develop people, not just generate results. This development reduces the number of questions asked to him, since developed professionals assume much more responsibilities. When you are in the role of people developer, the leader who knows coaching and uses his concepts and tools will have his mission facilitated. He will ask questions and will not give you all the answers. Your job is not just to teach, but to help learn. When we teach, such action becomes permanent, for there will always be something new or unknown to be taught. When we help the other to learn, there will be a time when he will feel independent in a number of ways. Your leader will be able to perform his role much better because he will not have to do more of the lower level activities. Coaches that help the leader learn rather than teach are also very helpful in this context.
For Human Development professionals, this is an opportunity to find materials related to the transformation of people who generate results. Coaching helps Human Development become a strategic activity that generates a competitive differential in companies, being therefore fundamental to the people who work in this area.