Rus News Journal

The personal trainer

At first of you observe and analyze your work, and then say that you do truly or incorrectly and that it is possible to correct. This process is called as a fashionable word “ kouching “. In some organisations it already became an effective management method the personnel. Here is how, for example, it occurs in the international company Ernst & Young.

Kouching - young enough phenomenon in the Russian market. It has come to us from the West and quickly became popular, even fashionable. About it there were already jokes. For example. Stierlitz wakes up among night from knock at a door. Asks: “ Who it? “ behind a door answer: “ Here questions are set by us “. “ Kouch “ - Stierlitz has thought.

“ Kouch “ (coach) in translation from English means “ the trainer “ “ the instructor “ this concept has come from sports. The trainer helps the sportsman to reach the necessary result, and under its management that sets up records. Thus it is not so obligatory to trainer to show the same results or to be the Olympic champion in the given sport.

Kouching - first of all the tool for increase of personal efficiency of the employee. This term unites two different directions which have much in common, but nevertheless differ from each other. The first - kouching as management style in the company. It means special mutual relations between heads and subordinates. The role koucha here is carried out by the head. The purpose - to raise overall performance of employees. Other direction - εxecutive coaching, a method of individual work with managers of the top echelon. As a rule, for it invite the expert - koucha from outside.

it is especially popular executive coaching. Partly this results from the fact that such service is advanced actively by the consulting companies. Besides, the top - to managers is required to much stimulus or the help for the further development, but, for example, treningovye firms cannot satisfy similar requirements - the great bulk of trainings is calculated at the best on average management. Programs Executive MBA western business - schools could become alternative, but not all managers freely know English. To discuss the problems with members of team many heads simply are not ready. In that case it makes sense to use kouching. It is considered that kouch helps to understand, in what the person is inefficient, and together with it finds development possibilities.

But even professional kouchem the client can remain is dissatisfied - he waits for a miracle (all - taki cost individual kouchinga can reach $500 at an o`clock), and it why - that does not occur. For example, one head has ordered similar service in known consulting firm. As he said, minute has left hour conversation on a greeting and minute at parting. All rest of the time to it should be told kouchu about the problems. “ but the psychoanalyst was not necessary to me, I expected something another “ - the head speaks. However the problem here is faster not in bad kouchinge, and in incorrect representation of clients about its problems.

we Will illustrate this thought with a figurative example which like to result specialised the Internet - resources. We will assume, you want to learn to go for a drive on a bicycle and involve as teachers of different experts. The psychoanalyst will ask, why you are afraid to go, and will find roots of these fears in your childhood. The adviser will tell, how the bicycle and as it is necessary to go by it is arranged. And kouch will inspire you on that you have sat down on a bicycle and have gone, and will run then near to you.

Systems internal and external kouchinga are actively used western by the companies. Here is how, for example, it occurs in the international auditor firm Ernst & Young.

preceptorship System
as management style is realised by Kouching in Ernst & Young here some years. “ we name it counselling and we use the given term as a synonym to a word ` kouching `. It is a management method people and increases of productivity of their work “ - the competitor of doctor`s degree French tells business - schools INSEAD Konstantin Korotov. Earlier it was the director for vocational training Ernst & Young, and now advises the company concerning personnel development. As he said, such management style is inherent in many firms which are engaged in rendering of professional services - consulting, legal and etc.

Counseling - the practical consulting help to employees close to system of preceptorship. “ we spend a lot of time and means on treningovye courses for employees, but professionals they become in an operating time over real projects, and also during that discussion that has been made correctly or incorrectly. Therefore ` cascading ` experience from top to down, from more skilled employees to less skilled, allows us to grow up talents “ - the director for personnel Ernst & considers Zoltan of the Shade, ; Young.

the System internal kouchinga is under construction by a pyramid principle. Each employee has the instructor (it kouch, it councellor) from among higher managers. And the same person in turn acts in a role koucha for one or several subordinate employees. Exception are only the lowest positions, that is the employees forming the basis of an administrative pyramid. The instructor - not necessarily direct head, to it can be any other higher manager of division, even the company partner. By the way, at a top - managers too there are the kouchi - from other countries. Kouch usually “ sponsors “ three - four persons, but these relations are not set once and for all - if they have not developed, it is possible and to replace the instructor, and at the initiative of any of the parties. However, the such happens seldom.

Interaction koucha occurs to wards under the certain plan. In the beginning of year they meet and discuss the purposes which the employee intends to put before itself. Elena Tergueva, the manager of department of the personnel of company Ernst & Young: “ Process kouchinga occurs in all departments equally, and meetings with instructors - stage by stage. At first I meet the instructor, and then I lead discussion with the wards. Them at me four “. Michael Tabakov, the senior manager Ernst & Young, the instructor of four employees: “ During a meeting with wards I ask, what interests at them, with clients from what branches they would prefer to work, they would like to be engaged in audit of what reporting - prepared on the Russian, international or American standards. We discuss also the work schedule “. The employee cannot put some purposes itself (for example, financial) and then problem koucha - to inform to it plans of the company and to explain, how they can be reached.

Kouch is obliged to meet and talk to the ward five - six times within a year under the certain schedule. However, it is a minimum, usually people communicate more often - all depends on mutual relations between them. Conversation not necessarily should pass in trunk-call, it is possible to talk in the car, in a smoking-room, at lunch and etc. the Instructor should set to the employee a correct direction, help it with decision-making, prompt, on what followed pay attention. For example, after presentation carrying out kouch can ask: “ What reaction of clients was? What it was possible to make on - to another? What was effective, and what has turned out not so well? “ on the idea, all these questions should push people to reflexions.

All employees Ernst & Young are estimated through each 80 business hours over projects. As a rule, the estimation is given by the project head and the direct head in division. Then the employee can discuss these estimations with kouchem. For example, the instructor will prompt to the ward, what lacks at that and as them to correct. Elena Tergueva: “ In such cases I usually speak to the person, I have as though arrived in the present state of affairs, and we assort that has been made correctly or incorrectly. The person does not take offence and tries to make use of this experience “. Michael Tabakov has told such story from the practice: “ the Employee, facing a certain accounting problem, addressed to the head for decision development. In our company it is necessary, that people offered variants of decisions, instead of shifted it on the higher heads. I have talked to the employee, we have discussed its prospects, whether sees he itself(himself) the manager and as assumes to solve similar questions further. That is I was not limited to the remark: “ it is very bad that you do not show the initiative! “ the form of giving of comments and estimations is important. In this case the person has understood that it is important not only for the company, but also first of all for it. Here in what the problem of the instructor " consists;.

Certainly, one dushespasitelnoj has not enough conversation, that the employee was there and then reconstructed. In the company there were cases when with some experts such conversations conducted throughout several years, and only then there was a result.

In the end of the year the instructor meets the ward, and they together discuss results of its work for a year. Then pass so-called round tables where heads of division gather and estimate each employee. The employee thus is not present. The problem koucha - to present the ward in objective light and to tell about its successes and lacks. Recommendations about promotion and salary increase usually give following the results of such sessions.

Employees Ernst & Young assure what to work, having personal koucha, much easier. Elena Tergueva explains it so: “ The similar system gives to self-trust because there is a person who can help with a difficult non-standard situation. And not only in professional, but also in the personal plan “. For example, Michael Tabakov some years ago felt a lack of experience of public statements. Together with kouchem they have thought up, as it can be corrected. Also have picked up corresponding training courses. And here other situation. Michael Tabakov: “ last year I have felt that would like to diversify the activity. The instructor has helped to solve this problem. In addition to work on auditor projects I began to be engaged in the organisation of training courses, and also a number of administrative questions “.

Presence koucha facilitates to managers life. But the majority of them too has tutorial duties, and it is it complicates. “ probably, it would be easier not to have any wards, but employees need to be developed “ - Konstantin Korotov speaks. Also admits that is far not at all it turns out to carry out duties of the instructor at good level: “ At someone it turns out better, at someone is worse “.

Training of trainers
That employees have joined in system internal kouchinga, them it is necessary to train its technologies. In Ernst & Young such training have started to practise in 1996. The program is called “ Coaching and counselling “ also it is obligatory for all who carries out a role of the instructor. It is an one-day seminar - training on which acquaint with bases kouchinga. “ last year we followed such policy eight or nine times “ - Konstantin Korotov speaks. Employees receive knowledge from area of social psychology, sociology, organizational behaviour and etc. Besides, them train in practice how to behave with wards - correctly to lay down the aim, to build conversation, to adjust feedback.

a course Basis - role-playing games, and also analyses of concrete situations. Here, for example, a plot of an educational video film. The manager calls from office of the client and asks to find for the free employee urgently. One young man reads the newspaper and is obvious is occupied by nothing. It where - that left, and then has returned and has informed that free people are not present. Whether it is necessary to punish it? During discussion it is found out that at first it is necessary to collect all information. Perhaps, the young man waits for an important call or behind it here - the car here should come. “ we show that the situation needs to be discussed with the person. And if it will appear that it was wrong to search for the reasons of such behaviour “ - Konstantin Korotov explains.

At a seminar it is possible to consult to colleagues. For example, one manager - the instructor has faced such problem. Its ward considered itself as so class expert that began to become presumptuous and did not pay attention to mutual relations with colleagues. Those have advised to the instructor to explain to this employee that if he will lean only against technical skills hardly will make good career. Also have offered, that kouch has resulted to the conceited person effective examples - has paid its attention to concrete people, whose self-conceit had pitiable consequences for them.

Certainly, for one day to be trained kouchingu it is impossible. Therefore in Ernst & Young additional employment are provided. Besides, in an information database there are supporting materials - councils about statement of the purposes, carrying out of meetings and etc. At last, people study and at the instructors.

For the first persons
At offices Ernst & Young in the CIS are engaged not only internal kouchingom, but use also external advisers. The purpose of this program - to develop liderskie skills at a top - managers.

the estimation of heads by a technique " is to begin with spent; 360 degrees “ - to understand, what sees the person subordinates, colleagues, heads. We will tell, whether it is capable to carry away the ideas of other employees, whether is ready to make unpleasant and unpopular decisions. At last, it is important to estimate, as each of heads co-operates with other managers. As a result participants have received the full information on the liderskih qualities and skills. They also could compare the results to summary indicators of colleagues from offices Ernst & Young in other countries.

After that for managers will organise seminars, and then with each of them works kouch, specially invited of the USA. “ We did not want to take the expert from street, to us was necessary kouch, knowing specificity of our organisation. Therefore we have brought the expert from the USA which already more than 15 years work with company Ernst & Young worldwide “ - Konstantin Korotov explains.

every year in the program which operates more than four years, took part 15 - 17 top - managers. However it was not long-term work with kouchem which traditionally proceeds some months. Partners and the senior managers Ernst & Young could talk to it within one and a half hours. After that, at will, it was possible to make a repeated appointment or to have a talk by phone (half an hour or hour). “ For our purposes it is so much time enough, - confirm in the company. - we assumed that kouch only will channelize for self-development of the person “.

That usually occurs during conversation with kouchem? At first the meeting purpose is defined - about what people will speak. Then kouch sets leading questions which the person should answer itself. The general sense of conversation is reduced approximately to the following. As each top - manager Ernst & Young has on hands the document with results of an estimation of the liderskih qualities, kouch can ask: “ whether There is here something such, what you were surprised? “ Dopustim, subordinates have considered the manager too conservative, and the heads, on the contrary, has seen in it the innovator. Then kouch asks the following question: “ Let`s think, why so it has turned out “. It should make so that the person has remembered concrete cases from the life and has paid attention to in what its behaviour at presence the top - managers differs from behaviour at subordinates. Yes, really, at meetings of a management he actively offers the new ideas, however to the subordinated, young and not skilled employees, to deviate standards does not allow. The independent conclusion of the manager from here follows: “ Perhaps, I should ask more often questions to the employees and to search with them for different variants of the decision of the same problem “.

However, some heads have concerned similar conversations sceptically - probably because at that point in time all of them arranged and from outside they did not need the help. However, the method executive coaching, as well as all the others, is not universal - that suits one person, not necessarily approaches for another.

the session of personal hygiene for $10 thousand
Executive coaching in the Russian market is offered today by some tens companies, among them - the Center of support of corporate governance and business, training - Alexander Savkin`s centre, “ Ekopsi Consulting “ a group of companies “ the International institute of management “ “ MM the Class “ and others. The firms specialising only on kouchinge, are not present - according to the deputy director of the company “ Aspect “ Elenas Konnovoj, “ it is inadmissible luxury “. So kouching usually offer in assortment with other consulting services: organizational and business - consultation, personnel selection, trainings and etc.

Quotations on individual kouching make from $50 to $200 - 250 in an hour though it is possible to find koucha and for $500 - all depends on qualification of the adviser and recommendations available for it. Subscription service, as a rule, manages more cheaply. How many all time is required for consultations, depends on the purposes which are put before itself by the client: can be, half a year, and can, the one and only session. Sessions last not for long - unlike many other consulting an expert, kouch - sessions demand the big intellectual efforts, therefore they seldom occupy more than 30 - 45 minutes, there are even sessions on 10 - 15 minutes.

As a rule, meetings with kouchem occur once a week or time in two weeks. Thus in the West kouching “ face to face “ all is applied less often - in 60 - 70 % of cases kouch communicate with clients by phone or the Internet. However the Russian clients on correspondence dialogue go yet very much willingly though heads from regions should agree on the similar form of work.

What problems are solved by heads with the help koucha? According to Elena Konnovoj, it is questions of reorganisation of the enterprise when there is a new command, and also a resolution of conflicts between owners at merges and " more often; divorces “ the companies. In the West the spectrum of problems is wider. For example, one company has paid kouchu $10 thousand that that has tactfully explained a top - to the manager necessity to observe a rule of personal hygiene.

popularity kouchinga has also an underside. So, this kind of activity does not demand licensing, there are no also its standards (in the West, by the way, too). Therefore kouchingom everyone can be engaged practically that at all does not promote qualitative rendering of this service. In Russia, for example, kouching psychologists, advisers, the trainers who were engaged in trainings of personal growth offer, and etc. Many of them have no experience in business, and for koucha it is important.