Luis Carchak explains the three fundamental ways of coaching people and teams.
Luis Carchak, an expert in coaching, details three ways of coaching and what results can be expected from each of these interventions. “Three possibilities of action that generate very different changes and results and that, in all cases, are also transformative for me.”
Carchak accumulates more than 6,000 hours of coaching behind him; He has the highest coaching certification, is a Master Certified Coach by the prestigious International Coach Federation (ICF) and develops his activity in the European School of Coaching (EEC), where he teaches and directs the Team Coaching Program in Spain, Mexico, Argentina and Chile.
Summarizing the results that can be expected from coaching is, for the expert, an “interesting exercise because surely there are as many opinions as there are coaches. In my case ”, answers Luis Carchak,“ I would differentiate between the result of individual executive coaching, that of teams and that of what we want to achieve when we accompany the company to achieve a change in its organizational culture. There are three different levels ”.
Luis Carchak: individual coaching
Individual coaching, that which is carried out behind closed doors between a client and a coach and whose work material is the story that the client is doing, has the result of “expanding awareness about who we are in relation to others, putting in value what we want for ourselves, for our community, team or company ”, according to Luis Carchak.
“There are not many professions that aim to generate a deep understanding about who we are,” says the coach. “In this sense, I feel privileged, since while my client knows himself and recognizes the impact that his behaviors have on the environment, I enrich myself together with him as a professional and as a person.”
“The good result of an individual coaching is that my client can make decisions aligned with achieving their commitments from a different observation of the world and their own capacities”, concludes Luis Carchak, about the complex phenomenon that in the manuals and training programs of coaching is called observer change.
Luis Carchak and team coaching
If individual coaching is a story, team coaching is a theater scene. Team coaching takes place in the middle of a meeting of the team and its manager, and she is attended, “like a fly on the wall” by a coach who observes the relationship between people directly.
“When we talk about teams, for me the result is to understand that one plus one is not two, but three,” explains Luis Carchak. “A team is a system that put to work assertively makes the result much greater than the sum of the parts, because one plus one is not a summation but a new system that surpasses the previous one.”
To achieve this multiplication, says the expert, “it is essential that the team is built in an environment of trust, that it abandons the old paradigm of playing to be right and in which clear rules of the game are established to agree and that serve to enter the new paradigm of fast companies ”.
The cultural change of an organization
“Talking about cultural change in an organization are big words”, Luis Carchak begins by saying, about this coaching intervention that “implies changing the mindset of a whole group of people in a system of systems” and that passes, therefore, through the change in person, equipment and system almost simultaneously.
” Overcoming the culture of more of the same is not an easy task, since cultural inertia is strong and resists”, maintains Luis Carchak, for whom difficulties are overcome by understanding how changes in culture occur and “why of change, with the clear benefit for the organization ”.
As recommendations to follow, it is important that the company “see the future as something that can be designed, plan from the future to the present and, with an ambitious target of success, let go of everything that is not in line with the vision and aim at the center to win ”, explains the coach.
The people within the organization’s culture change
” In an organization, a new culture surpasses the previous one, not denying it but encompassing it, integrating it in a time process that must be understood and respected,” explains the expert.
If the first step is to integrate the benefit for the organization, the second is to assume that “this may or may not coincide at first glance with the personal benefit of each of the protagonists,” the coach clarifies.
For this reason, in the process of culture change “it is key to identify and give visibility to committed people, who generate trust and who can exert a positive influence on others to accelerate the change process”, says Luis Carchak, who encourages put on top of the table the fears, the resistance and “the reassuring explanations that we buy and sell ourselves”.
After years accompanying companies to change their culture, Luis Carchak encourages “training leaders in a culture open to innovation that creates rules that set the pace for new changes so that, as a team, they learn quickly from mistakes” .