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Coaching

 

Executive and Team Coaching helps leaders and teams develop leadership capacity. Leaders develop their presence, communication skills, and ability to grow and change in order to bring more capacity to their organizations. Team coaching with the Leadership Team supports the leader in building the capacity for synergy and excellence to create results throughout the organization. 

 

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Work Context

 

Today’s challenging commercial climate demands more from people at every level of the business. For companies to survive and thrive requires more customer focus, more change agility, more teamwork, more initiative and responsibility, more innovation, creativity and entrepreneurship. Workplace pressures to perform at higher levels than ever before have widened the disparity between what people are skilled and trained to do  within the parameters of their job description and what a “continuous improvement” culture requires from them. Employers, who increasingly need more for less, are faced with the dilemna of how to free up the discretionary effort of their people

Coaching has a role to play here. Whether the starting point is “stuckness” or “stretch”, coaching adds value to everyday performance issues. It also enables high potentials employees to develop greater depth and broaden leadership capabilities. A coaching culture contributes to a more rewarding workplace, both in terms of job satisfaction and productivity, releasing the discretionary effort of the employees.

 

 

What is coaching

 

Coaching is a process of discovery, awareness and choice. It enables purposeful change by focusing on the achievement of results. It is a professional relationship with an individual or a team that supports personal development as well as business improvement. A coach provides specialized input in the form of questions, insights, concepts, observations, principles, perspectives, feedback, sometimes even active experiments, that are intended to build personal or team effectiveness. The results are greater clarity of ideas and plans, greater focus, greater levels of achievement through breaking through limiting beliefs and providing framework for excellence and ultimately greater personal satisfaction.

Coaching generates greater self-awareness, helping us identify self-limiting beliefs and behaviors, develop greater self-responsibility and understand how our talents can be used more effectively. It often helps people get to the underlying causes of personal and performance blocks so people get sustainable results at work that often have implications in other areas of life.

Coaching supports management in that it is usually action- oriented and solutions-focused. However, it complements rather than replaces management -  the skills are different. While managers often benefit from developing coaching skills, a coach establishes a different and more specialized relationship with an individual - one that it is not based on the psychology of the carrot and the stick - but on the psychology of trust and through partnership. While performance is a common focus for managers as well as coaches, within the greater freedoms of a coaching relationship people and teams can achieve greater all-around learning and development which translates into sustainable performance improvements  


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Leadership Development

 

Much more than training, leadership development is a complex process for systematically and strategically developing the skills, knowledge and behaviors of leaders, which require organizational support and alignment with other talent management functions (e.g., succession management or performance management).

 

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Leadership development has become an increasingly hot topic as demographic changes occur and, most especially, as “baby boomers” move closer to retirement age. According to our research, 53 percent of organizations are now facing talent shortages, most of which are taking place in the mid-management and director-level positions. This emerging need to respond to generational differences is also driving a stronger focus on leadership development. Organizations have to understand:

 

• What the differences are between these generations;

• How to motivate employees from these diverse generations; and,

• How to tap into the talent of these generations.

 

Other talent management functions (such as performance managementsuccession management and recruiting) are also receiving additionalfocus – and play key roles in developing a strong leadership pipeline. We believe this is the result of the heightened need for businesses to remain competitive through their “talent.” Although there is a clear need for companies to focus on this pivotal subject, benefits most often realized by an organization pursuing leadership development are not tangible and may be hard to quantify.

 

We believe that a number of key benefits can be attributed toorganizational and business success, including:

 

• Driving organizational development / creating bench strength;

• Increasing the successful execution of business strategies; and,

• Improving management communications.

 

Finally we believe that there are six best practices which directly contribute to the success and achievement of building a high-impact leadership development strategy:

 

1. Maintain strong executive engagement;

2. Define tailored leadership competencies;

3. Align with the business strategy;

4. Target all levels of leadership;

5. Apply a comprehensive program design; and,

6. Integrate with talent management. Finally, we analyzed the impact of various best practices and processes


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Mentoring

 

The term “mentor” derives from the Greek language. Mentor was the friend and counselor of the Greek adventurer Odysseus.

In the business world of today, the term is used to describe a trusted and experienced counselor. Executive mentoring is a specialized form of management assistance, which creates a program individually designed to stimulate, increase and sustain a higher level of performance. A mentor helps to fill the voids in the executive’s background.

A mentored executive learns how to keep an open mind, while solving problems.

Mentoring deals with the management of change, “change management”, leading and making the change, learning how to be kind to one’s self and others during the transition by providing focus and support. The process of formulating the new corporate vision, defining its goals, setting the strategy, tactics, projecting the corporate identity and fostering the corporate culture.

The mentor’s role is to inspire the executive to increase his/her self-awareness and raise the motivation to exercise will.

 

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Internal vs. External Mentoring

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The term mentoring has been used to describe a range of working relationships, which can be narrowed to internal and external mentoring.

 

The internal mentoring process is suited to develop the executive’ within the existing accepted culture, based upon existing values and norms, while providing an outsider perspective.

 

The external mentoring process is designed to support the changes made necessary by a new vision, goal and strategy, by supporting the executive in improving his/her performance by providing experience, focus and outside perspective.

The common denominator in these relationships is the intervention of the outsider whose function, once a course of action has been agreed upon, is to keep the executive positive and focused. During this process, the mentor highlights points that cause management dissipation of efforts.

Mentoring improves upon the executive’s ability to listen to dialogue, enhance confidence, while strengthening courage in the decision making process.

Valuable guidelines are provided to safeguard ethical behavior, credibility and integrity, leading to stronger leadership, which is paramount for success.

Mentoring spans all aspects of the business realm and covers all disciplines and situations that crop up in the business environment, particularly issues that keep an executive awake at night.


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Internal Mentoring Program

 

Who is involved?

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Mentoring relationships typically involve two sides:

 

 1. A mentee who wishes to develop specific learning areas, and

 2. A mentor who fulfills the role of expert for those particular learning areas.

 

Mentoring brings value to everyone involved in its practice: mentees, mentors and the organization(s) for which they work.

Mentees have an opportunity to gain wisdom and knowledge from someone who has traveled the path before them.

Mentors have an opportunity to invest themselves in someone who seeks what they can offer.

The organization has the opportunity to share and spread its acquired learning and know-how.

In addition to those who are directly involved in its practice, mentoring also helps the community at large because it fosters an environment in which people work together and assist one another in their drive to become better skilled, more intelligent individuals.


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How does mentoring helps?

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Mentoring allows mentors to:


 • Explore their potential in development areas yet untapped

 • Acquaint themselves with the company if they are new hires

 • Expand their leadership abilities

 • Increase their technical skills

 

 

 Mentoring allows mentors to:


 • Share their expertise with another in the company

 • Prove themselves as valuable leaders

 • Expand their professional network

 • Invest in the future of the company

 • Obtain a fresh perspective of a subject

 • Enhance experience in their areas of expertise

 • Cement their role as subject matter experts

 

 

Mentoring allows organizations to:


 • Create an environment that fosters personal and professional growth through the sharing of business information, skills, attitudes and behaviors

 • Increase role modeling of leaders teaching other leaders

 • Accelerate processes for the identification, development an retention of talent

 • Increase job satisfaction for mentees and mentors

 • Share and leverage strategic knowledge and skill throughout the organization

 • Provide a means for leaders to align with one another on business direction.

 • Welcome new employees and offer them a structured way to acquaint themselves with the company

 • Leverage intellectual capital and property knowledge


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External Business Mentoring

 

What is business mentoring?

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Business Mentoring is a special form of management development.

The mentoring process is designed to support the executive in improving performance by providing experience, focus and outside perspective.

 

  • Mentoring improves executive effectiveness by providing focus and support in the process of formulating and implementing the corporate vision. This is accomplished by defining the goals, setting the strategy, projecting the corporate identity and fostering corporate culture within the organization. In the process of decision making mentoring provides valuable guidelines which safeguards credibility and integrity. Mentoring shores up credibility, which in turn leads to stronger leadership. Strong leadership is paramount for success.
  • Mentoring deals with “change management”, leading and making the change, learning how to be kind to one’s self and to others during the transition. Mentoring embraces all business aspects that keep the executive awake at night.

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What is the role of the mentor?

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Business mentoring is an interactive process, and one of a continuous dialogue. Once clients have shared their opportunities, thoughts and concerns with the mentor, the mentor applies his broad knowledge and expertise to the mentoring process. The client then puts into practice the strategy and plan that have jointly built together. Later, we review the results so that the process interactively gains momentum, and improves as the trust between us keeps on growing.

The mentor’s role is to inspire the executive to increase his/her self-awareness and raise the motivation to exercise will. The extent to which the two skills are enhanced accounts for the degree of the mentoring process’s effectiveness in creating a lasting improvement in creating a lasting improvement in the executive’s performance. Mentoring deals with the management of change, “change management”, leading and making the change, learning how to be kind to one’s self and others during the transition by providing focus and support. The process of formulating the new corporate vision, defining its goals, setting the strategy, tactics, projecting the corporate identity and fostering the corporate culture are prerequisites to success. Later on in the mentoringprocess, it is the interactivity with the mentor on tactics implementation, which is most valuable.

Equally important to helping the executive develop a strategy is to help design the tactics that implement the strategy.

The mentor is not a business consultant who is brought in at times to advise on certain aspects of the business operation, commercial, manufacturing, distribution, etc. In contrast, the mentor uses whatever the executive confides in him as an opportunity for helping him to reflect, in depth, upon the task at hand. At this point, a determination is made as to where the mentor can be of the most help, and assist in answering the question, “how will I achieve my vision, “ while accompanying the executive on his journey


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What are the benefits for the mentee?

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In today’s fast-changing business environment, executives find themselves under tremendous pressure to continuously optimize their performance. Demands on executive in the business world require them to continuously reinvent themselves to stay on top. There are higher stakes for reward and failure. In order to stay on top, the executive must work harder and concentrate on the long-term issues as well as the day-to- day activities. To be successful at it, behavioral changes are required. At such time, the mentor counsels the executive to keep an eye on the ball, while holding the tension between the current reality and the new vision, developing strength and minimizing weaknesses, leading to performance enhancement. The mentoring process assists in reaching ambitious goals faster and more effectively by focusing and staying on track.

Most business executives are where they are because they excel in some areas of business or specific technical know-how, but there are sometimes “black holes” in other fields of business disciplines. In most cases, an executive is capable and able to describe what he/she thinks could and should be done to achieve and accomplish one’s goals. Unfortunately, entrenchment and commitments to the past and present often prevents us from accomplishing the vision of the future.

Gaining awareness of what is and what it takes is a vital step in making change. By challenging the executive, the mentor ascertains what really matters in the executive’s business life. At that point, the partnership is struck. The mentor holds the executive accountable for those steps agreed upon, and makes sure that he/she lives up to the goals, which have been mutually set.

 

What are the benefits of mentoring?

There are myriad benefits associated with mentoring, and they are as

unique as the people involved in the mentoring relationships. Yet some

general benefits exist. In terms of these benefits, mentoring:

 • Allows for increased self-awareness and self-discipline

 • Provides an expanded personal network

 • Offers a proven method to share ideas, try new skills and take

    risks

 • Enhances the capacity to translate values and strategies into

    productive actions

 • Improves awareness of personal biases, assumptions and

    areas for improvement

 • Increases technical and professional expertise

 • Creates a culture of acceptance and inclusion

 • Reinforces cultural norms and values

 • Allows mentees to have a smoother transition into the

    workforce to further professional career development

 • Renews mentors’ enthusiasm for their role as expert

Statistics show the positive influence mentoring can have on mentees,

mentors and organizations. These statistics are grouped into four cat-

egories, retention, promotion, productivity and personal and professional development that affect every business or individual.

The positive effects of mentoring are clear. As advocates of mentoring

and lifelong growth and learning, we encourage you to further inves-

tigate the power of mentoring and what it could mean for you, your

employees and your organization.


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What are the benefits of mentoring?

read more.


There are myriad benefits associated with mentoring, and they are as unique as the people involved in the mentoring relationships. Yet some general benefits exist. In terms of these benefits, mentoring:

 

 • Allows for increased self-awareness and self-discipline

 • Provides an expanded personal network

 • Offers a proven method to share ideas, try new skills and take risks

 • Enhances the capacity to translate values and strategies into productive actions

 • Improves awareness of personal biases, assumptions and areas for improvement

 • Increases technical and professional expertise

 • Creates a culture of acceptance and inclusion

 • Reinforces cultural norms and values

 • Allows mentees to have a smoother transition into the workforce to further professional career development

 • Renews mentors’ enthusiasm for their role as expert

 

Statistics show the positive influence mentoring can have on mentees, mentors and organizations. These statistics are grouped into four categories, retention, promotion, productivity and personal and professional development that affect every business or individual. The positive effects of mentoring are clear. As advocates of mentoring and lifelong growth and learning, we encourage you to further investigate the power of mentoring and what it could mean for you, your employees and your organization.


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