Search results for: 'coachee'
Herramientas de diagnóstico en coaching ejecutivo RH2-137
This document provides a general vision about the most common diagnostic tools used in Executive Coaching, with a special focus on management appraisal and 360º Feedback.Academic Area:Organisational Behaviour | Human Resources
El uso de herramientas en coaching ejecutivo RH2-136
This technical note is a summary of the possible uses of tools in Executive Coaching. The article analyzes the purpose of coaching tools:
1. Coach's Protective Shield;
2. Accelerators of the process;
3: Gears of the process.Academic Area:Organisational Behaviour | Human Resources
Visión general del uso de herramientas en coaching e … RH2-138
This material describes various tools that help accelerate the learning process of the coachee, focusing on the phases of diagnosis and self-knowledge, phase of unlearning to learn and the phase of action.Academic Area:Organisational Behaviour | Human Resources | Negotiation
Un caso de Coaching: Daniela Rabadan (A) CO1-250-A
Daniela is looking for help for the conflicts she is going through in her interactions. Given that she's afraid of self-affirmation, which she associates with a loss of affection for others, her intelligence for interpersonal relationships is weakened. She is afraid to become undervalued, and hence doesn't put herself in value, and as a consequence suffers by not being valued by others. With Daniela we can see that it is not possible to understand other's behavior without understanding the concept that others have of themselves. Self esteem is a basic need to function and improve all of our capabilities. As a result of low self esteem, we see that emotions such as anger and fear dominate the interpretation of reality that Daniela has for decision making, instead of calm, peace or joy.
The student, after going through the case, is faced with the challenge of filling the boots of Daniela's coach, and to offer their approach to help the coachee with her process.Academic Area:Organisational Behaviour
Tomás Gamboa en Alimentaria S.A. (C) CO1-101-C
Here we can see how the 360º feedback questionnaire was created, which were the processes, what values were highlighted and what should be reduced. Once the questionnaire was created and delivered to the board to reproduce it for the rest of the company, they were able to gradually create the ideal manager profile. Then they created a relationship between coach and coachee that allowed the employee to grow within the company and create the feeling of wellbeing within Alimentaria S.L.Academic Area:Organisational Behaviour