Coaching: Personalities we deal with...

As managers we meet a complex mixture of characteristics in
others, and the best managers we come across are those that can
adapt to the strange ways of other folk.

You may recognise aspects of the personalities or behaviour in
your colleagues in the following ‘types’.

* Lazy Shirkers – The best way to approach slackers and skivers
who don’t do their share of work is to use involvement and
feedback. Explain that you are having challenges and that you
need help or suggestions. Tell them how you see it, and then ask
for the person’s help in actually solving it. They may then
offer to take their share of responsibility.

* The Buck-Passers - These may do the barest minimum and try to
shift responsibilities across to others, sometimes to give
themselves an easy life, and sometimes to cover up some kind of
deficiency in their abilities. You should get facts and
information from job descriptions, team briefings and documents
that define the responsibilities of the individual. Make sure you
get their agreement to specific outlines of their obligations.
Help them feel positive about taking on their responsibilities by
encouraging their contributions and involvements.

* Pessimists and Negatives – If someone is consistently
negative or pessimistic about things at work, don’t try to make
them look at the positive side. These Kind of people will be able
to justify every thought pattern they hold and they won’t want
to be seen as wrong by having to ‘accentuate the positive’.
Instead, calmly acknowledge there may be some truth in what the
person is saying, and get their acknowledgement that things need
to change, and what would they suggest would be an alternative.
Encourage them to be constructive, not just positive. Discuss
responsibilities for the changes that would have to be made.
Concentrate on what could be done, instead of reasons why they
can’t. Ask them to come up with solutions; this way, they have
to be looking forward instead of viewing things through
dark-coloured glasses.

* Competitive Types – There are some who feel they have to
constantly prove themselves, take credit for things and generally
have to compete in one-upmanship. That’s just the way they are,
I’m afraid. It could be they lack the self-confidence to face
reality for what it really is, and have to cover up their own
deficiencies by raising their self-esteem through hot air. Resist
the temptation to indulge in competing with them; instead,
emphasise the need for teamwork and stress common goals that you
all should be working towards. That way, they may start thinking
about how to collaborate instead of compete.

Whoever you have to deal with at work, there will be times when
you need to be flexible and adaptable in your approach. If you
face some of the people listed above, try out some of the ideas
and see if you can influence their behaviour. Who knows, you may
have an impact!

To your success.

A goal...

" A goal without a plan is just a wish"

Yes !

«Hay muchos tipos de conocimiento, pero hay uno que es mucho más importante que los demás, el conocimiento de cómo aprender a vivir; y ese conocimiento, muchas veces, se menosprecia.»

LEON TOLSTOI

Siempre que empezamos a leer un libro sobre actitudes positivas lo hacemos con ganas de mejorar y ponernos muchos propósitos. Al final, muchos de ellos se quedan en eso, en propósitos. Es mejor proponerse dos cosas y al menos cumplir una. Yo propongo que cada persona sea más entusiasta, más alegre, más optimista!


Cuando hablo de entusiasmo y optimismo, algunos eruditos consideran que se trata de un tema banal y superficial; es verdad que no es un tema profundo metafísicamente hablando, pero es práctico, sencillo y útil. A veces se critica a los libros de autoayuda por eso mismo, porque «autoayudan». A mí no me parece nada malo que un libro te ayude, al contrario.
Como tantos otros, creo sinceramente que no se puede hallar solamente fuera lo que tenemos dentro. Corremos y luchamos por lograr cosas externas, nos dejamos la piel y algunos hasta la vida, y cuando obtenemos algo, resulta que no nos llena o terminamos por acostumbrarnos y aburrirnos, volviendo al sentimiento de insatisfacción; cuando no lo conseguimos, nos sentimos frustrados y desdichados.
Pienso que el verdadero bienestar no es sólo un estado externo, sino también una situación anímica, un estado mental y emocional. Todos deberíamos poner condiciones para mejorar nuestra calidad de vida externa, pero sobre todo para mejorar la interna, porque muchas veces no se pueden controlar las situaciones externas, pero sí nuestra actitud interior ante ellas. La alegría interior no depende solamente de las causas externas. Si para sentirnos bien o alegres hay que esperar a que todo vaya bien en nuestras vidas, lo tenemos claro.


La gran mayoría de las personas sólo se sienten bien y alegres como reacción a las circunstancias favorables, pero hay una alegría mucho más profunda, estable y segura y que no es una mera reacción a situaciones externas, sino que nace de lo más profundo de uno mismo cuando nuestras actitudes son las correctas. La felicidad es la paz interior, la calma mental, la serenidad. Sin ésta, no podemos disfrutar de las alegrías externas. Y eso es lo que nos falta, serenidad y paz interior. El apego engendra ansiedad, avaricia, temor, celos y odio. No se trata de inclinarnos por una inútil austeridad o malsana tacañería, sino de disfrutar de las cosas externas sin dejar que nos posean. Si sólo buscamos fuera nos convertimos en máquinas de desilusión, tensión y desdicha; en coleccionistas de placeres, consumistas disparatados y acumuladores frenéticos. Por mucho que nos hayamos desarrollado en el nivel externo de lo material, si nuestras relaciones con nosotros mismos o con los demás son negativas, no tenemos paz interior ni serenidad, ¿de qué nos sirve todo aquello?



El punto crítico reside en controlar nuestra actitud y, para ello, la clave está en fomentar las emociones positivas y en limitar y reducir las negativas. Hay que ser como un alquimista, transformando nuestros pensamientos de mala calidad en otros de gran calidad; de este modo, la presencia de emociones positivas en nuestra mente va dejando cada vez menos espacio y eliminando las emociones negativas. Para ello hay que tener claro el sentido de nuestra vida y aprender a relativizar, ser agradecido, mantener un equilibrio entre los diferentes roles de nuestra vida, ser optimista, tener ilusiones, luchar y no llorar, tener unas magníficas habilidades de relación con los demás, crecer en virtudes como la generosidad, la paciencia, la compasión, la bondad, el control del ego y librarse de las emociones negativas como la envidia, el resentimiento, la codicia, la vanidad. Uno de los mejores propósitos de la vida es luchar para ser una persona mejor.

Mensaje

Que el Amor y la Esperanza siempre habiten en tu corazón, 

Abrazos, Majo

Que ofrece mi proceso de Coaching Ejecutivo?

Algunos temas en los que nos enfocamos en el proceso de Coaching Ejecutivo

• Descubre / revisa tu propósito profesional y de vida y define tu objetivo para lograr tus retos
• Alcanza mayor efectividad al cambiar la “reacción” por la proactividad.
• Descubre tus fortalezas para usarlas en tu plan de acción y conoce tus sombras para cambiar aquello que quieras
• Esclarece y eliminar creencias limitantes.
• Aprende a administrar tu tiempo de forma efectiva.
• Desarrolla tu imagen publica
• Comunícate efectivamente
• Lidera
• Consigue los resultados extraordinarios que te propones!!!

Vive tu vida con pasión!

Maria Jose Monti

Business Consultant & Executive Coach

Coaching en Positivo !

Piensa, siente y actúa en positivo para cambiar tu vida.

Deshazte de tus limitaciones y llena tus días de elogios y positivismo. Tan sólo debes recordar que tu mente es un mundo repleto de buenas y malas experiencias que sólo tú puedes re formular consciente-mente para poner al mundo a tu favor con la ayuda de Dios.

Buena Semana para todos,

Abrazos, Majo Monti

Sigue aspirando un mundo nuevo...

Sigue aspirando un mundo nuevo... 

No te dejes convencer por las conveniencias. 

No escuches a quien te diga que esto es lo que hay y lo único que puede haber, 

que las cosas no pueden cambiar, que la vida no puede ser mejor...

No renuncies a tus sueños ni a ningún camino que no hayas podido explorar.

Cumplir con lo que uno se propone, siempre es posible.

Si las estadísticas te dicen que no, las estadísticas pueden equivocarse. 

Si los políticos y los economistas te dicen que no, los políticos y los economistas pueden equivocarse. 

Sigue aspirando a un mundo nuevo... 

Como dijo Henry Miller, cuando los hombres que deseen un mundo nuevo sean suficientemente numerosos, y se unan en un pensamiento común, ese mundo habrá de nacer.

Ten Reasons People Resist Change

Leadership is about change, but what is a leader to do when faced with ubiquitous resistance? Resistance to change manifests itself in many ways, from foot-dragging and inertia to petty sabotage to outright rebellions. The best tool for leaders of change is to understand the predictable, universal sources of resistance in each situation and then strategize around them. Here are the ten I've found to be the most common.

Loss of control. Change interferes with autonomy and can make people feel that they've lost control over their territory. It's not just political, as in who has the power. Our sense of self-determination is often the first things to go when faced with a potential change coming from someone else. Smart leaders leave room for those affected by change to make choices. They invite others into the planning, giving them ownership.

Excess uncertainty. If change feels like walking off a cliff blindfolded, then people will reject it. People will often prefer to remain mired in misery than to head toward an unknown. As the saying goes, "Better the devil you know than the devil you don't know." To overcome inertia requires a sense of safety as well as an inspiring vision. Leaders should create certainty of process, with clear, simple steps and timetables.

Surprise, surprise! Decisions imposed on people suddenly, with no time to get used to the idea or prepare for the consequences, are generally resisted. It's always easier to say No than to say Yes. Leaders should avoid the temptation to craft changes in secret and then announce them all at once. It's better to plant seeds — that is, to sprinkle hints of what might be coming and seek input.

Everything seems different. Change is meant to bring something different, but how different? We are creatures of habit. Routines become automatic, but change jolts us into consciousness, sometimes in uncomfortable ways. Too many differences can be distracting or confusing. Leaders should try to minimize the number of unrelated differences introduced by a central change. Wherever possible keep things familiar. Remain focused on the important things; avoid change for the sake of change.

Loss of face. By definition, change is a departure from the past. Those people associated with the last version — the one that didn't work, or the one that's being superseded — are likely to be defensive about it. When change involves a big shift of strategic direction, the people responsible for the previous direction dread the perception that they must have been wrong. Leaders can help people maintain dignity by celebrating those elements of the past that are worth honoring, and making it clear that the world has changed. That makes it easier to let go and move on.

Concerns about competence. Can I do it? Change is resisted when it makes people feel stupid. They might express skepticism about whether the new software version will work or whether digital journalism is really an improvement, but down deep they are worried that their skills will be obsolete. Leaders should over-invest in structural reassurance, providing abundant information, education, training, mentors, and support systems. A period of overlap, running two systems simultaneously, helps ease transitions.

More work. Here is a universal challenge. Change is indeed more work. Those closest to the change in terms of designing and testing it are often overloaded, in part because of the inevitable unanticipated glitches in the middle of change, per "Kanter's Law" that "everything can look like a failure in the middle." Leaders should acknowledge the hard work of change by allowing some people to focus exclusively on it, or adding extra perqs for participants (meals? valet parking? massages?). They should reward and recognize participants — and their families, too, who often make unseen sacrifices.

Ripple effects. Like tossing a pebble into a pond, change creates ripples, reaching distant spots in ever-widening circles. The ripples disrupt other departments, important customers, people well outside the venture or neighborhood, and they start to push back, rebelling against changes they had nothing to do with that interfere with their own activities. Leaders should enlarge the circle of stakeholders. They must consider all affected parties, however distant, and work with them to minimize disruption.

Past resentments. The ghosts of the past are always lying in wait to haunt us. As long as everything is steady state, they remain out of sight. But the minute you need cooperation for something new or different, the ghosts spring into action. Old wounds reopen, historic resentments are remembered — sometimes going back many generations. Leaders should consider gestures to heal the past before sailing into the future.

Sometimes the threat is real. Now we get to true pain and politics. Change is resisted because it can hurt. When new technologies displace old ones, jobs can be lost; prices can be cut; investments can be wiped out. The best thing leaders can do when the changes they seek pose significant threat is to be honest, transparent, fast, and fair. For example, one big layoff with strong transition assistance is better than successive waves of cuts.

Although leaders can't always make people feel comfortable with change, they can minimize discomfort. Diagnosing the sources of resistance is the first step toward good solutions. And feedback from resistors can even be helpful in improving the process of gaining acceptance for change.

More blog posts by Rosabeth