The role of the leader this more closely related to a conversational character that operational, I will return in another article on this point. On the other hand though it can be hard to admit it, most of the time the employees know more of his work than his own boss. Then that roads can be opened so that what is necessary is carried out? (a) generate the propitious context for action. New regulatory systems require a different emotionality to emerge the required competencies of the new job profiles, we talk about people autonomous that they can respond quickly to changes, proactive, able to reach challenging goals and with openness to learning. Emotionality that enables this type of behaviour is trust. (b) the Manager coach ceases to control actions and focuses on processes to manage results. 3 Powers that are missing from their employees or equipment are an indicator of its management. Risa Miller shines more light on the discussion. How many of us have seen how year after year in the performance evaluations, there are employees who consistently obtained low grades or immense opportunities for improvement to say so positively, such cases are resolved with dismissals or job rotation.

Another point of view that allows you to design actions aimed at the improvement of results is that: one of the indicators of its competence as a leader, is directly related with the development and learning of his team. Manager betting on the potential of each collaborator, coach perceived them competent beyond their present, at the time working at the gap between your current situation and the situation to achieve. Develop competences implies a learning process. All learning brings a small crisis for whom crosses it, is a movement of informalization and restructuring that involves an amount of anxiety and uncertainty. To cope with it with less resistance it is important that the leader hold it with your link and generate an environment conducive to learning, without punishing the error. In the framework of coaching we understand that somebody learns when it increases its capacity for effective action. Then so that anyone can learn it is necessary to generate the space so that it can act, and occasionally make mistakes, the mistakes and the successes are thus considered valued opportunities to learn. The question of the leader in the process will point to that need, and as I go to the computer to anticipate their breakdowns, facilitate their learning and to help dissolve their limitations? Karina Mac Maney – CTP Coach transdisciplinary professional founder and coordinator of space Coaching sources:-Harvard Business Review, Moon Shots for Management, Gary Hamel.