Coworkers Are The Best Career Coaches To Change You.

< p > < span style= "font-size: 12px >" here world a href= "http://www.91se91.com/" target= "_blank" > dress > /a > < target= > "" "" "" > "shoes" > hat net "Xiaobian" is introduced to colleagues is the best coach, change your life career.

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< p > when we reach the age of 30, when we are stable, it will be very difficult for us to change our behavior.

This is especially true for senior executives.

Their high position is due to their past behavior.

Although others sometimes think that their behavior is abnormal, they themselves do not feel that they can not change, but they blame others for their failure.

Even if they are willing to work hard to make changes, they do not really know exactly what to do.

They need help from others to change.

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< p > that's why senior executives usually apply to coaching services.

However, the coaching process is a bit like treatment; it takes time to see results, but in this process, the aberrant behavior of senior executives will destroy many values.

I believe that group intervention may be a more immediate solution, because experienced coaches can make use of group situations to make full use of strong, powerful or unrealized psychological dynamics, such as cognitive understanding, emotional catharsis and peer support.

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< p > let me share an example.

A big energy company is facing the rapid development of the industry. The management team has decided to pform the firm, stable and ambitious organization into a high-tech and sustainable business oriented enterprise. One of the key elements is to complete a multi billion dollar offshore energy project.

In order to promote the pformation of enterprises, especially to promote the implementation of the project, the company hired two new senior executives, Jim, the most intelligent engineering professor, as the new chief knowledge officer, and John, a senior oil executive with a recognized and experienced shareholder, became Vice President of technology, products and services.

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Less than P, however, just a few months after joining the a href= "http://www.91se91.com/news/index_c.asp" > Company < /a >, there was a dispute between the new two people and other senior executives.

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< p > the company is very committed to this offshore energy project. It requires that the project team must achieve certain goals before the deadline, and the pressure of members will rise steadily.

However, the team has been caught up in the scramble for their resources and can not continue to make progress.

There is a lack of open and constructive communication and mutual distrust.

Moreover, each member has failed to achieve their respective performance goals.

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< p > CEO listened to the advice of the strategic advisory group hired, and decided to call the team together to carry out his so-called high performance intervention.

The goal on the surface is to be guided by an experienced coach, who will think about interpersonal relationships, work practices, leadership styles and organizational culture together.

However, the real issue is to make alliances between them so that teams can become more effective in implementing strategies.

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At the beginning of P, the coach made a brief speech on high-performance organization and effective leadership.

Next, she asked every member of the top management team to pick up the pen to paint the portrait, which is an image of how they perceive themselves.

Although every senior executive started complaining and doubting at the beginning, it was not long before everyone was concentrating on this task.

After all the self portraits were completed and displayed on the wall, the coach asked every member of the top management team to talk with you about your own portrait.

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< p > by describing the self portrait and the two 360 degree omnidirectional feedback reports shared by each member, the team members discovered something surprising about each other.

For example, in Jim's case, they learned that his grandfather was a smart scholar, but his father was very different. His father's life was not characterized by success but failure and repeated changes in work.

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< p > Jim had been with his grandfather for quite some time, and his grandfather discovered the enthusiasm and curiosity that his son seemed to lack.

Therefore, Jim's self identification of scholar identity has become very important to himself.

In his current role, he feels that his creativity may be depressed, so he protects what he calls "creative sparks" as far as possible, and deliberately keeps distance from other top management members.

There was a fundamental fear in his heart that he would become a father and waste his talent.

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< p > now, Jim has read the 360 degree feedback report and listened to the comments from the team which are both challenging and supportive.

He realized that others felt that his actions were deliberately obstructed, worsening the existing problems of the team and the company.

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< p > this exercise forced every senior executive, including Jim, to face the fact that each of them is part of a larger system, and their current behavior will strengthen the already existing behavior that only concerns the interests of the Department, regardless of the overall situation of the organization, and hinders the cooperation between them and the execution of the enterprise strategy.

After accepting this fact, they are able to think constructively, and find ways to modify or adjust problematic behaviors with the support of other members of the team.

For example, Jim promised to attend meetings that needed him to provide professional advice and to respond to e-mail more quickly.

He also decided to hire an assistant to help him work in a more orderly way.

The team members agreed not to bother him with trivial issues and respect his need for thinking time.

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By P, through this kind of intervention, the top management team has started to act like a real team.

That spirit is immediately reflected in their work on offshore energy projects.

After a follow-up meeting three months later, we all reported that more openness was felt between them, all of which were displayed in the exchange of real dialogue and ideas.

They feel that they can safely talk about what they think, reveal the vulnerable parts of their hearts, and trust each other.

This result in turn has led to a stronger and stronger team alliance, which allows the company to move forward in the direction of progress.

The company found that it is easier to communicate with employees in the direction of team work.

Finally, the company put the decision into practice and saw progress.

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< p > from this story, the greater lesson we have learned is that interventions such as executives can have a huge impact on the implementation of strategies or change plans.

In the above story, the strategy consultant, which provides advice for CEO, acknowledges that its strategy to assist the development of the a href= "http://www.91se91.com/news/index_f.asp" customer /a development is often undermined by the failure of the executives to cooperate effectively.

Therefore, this is why the consultant company will list the team instruction of its customer top management team as a regular item.

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