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- Published on January 14, 2014
By Francisco Giménez Plano, CEO of Augere and Marià Moreno, general manager of Integral
To lead the construction of a community with all the people who interact with an organisation means to contribute to creating a world to which these people wish to belong and in which they wish to remain. Proprietors, customers, collaborators, suppliers and all of the groups interested in the company will form a community based on their wish to share a common space in the long term.
Community construction brings loyalty, knowledge and prescription. According to our investigations, a community maintains a high degree of loyalty, as it does not think of any other way to satisfy the needs that this community is intended to cover. Similarly, its members constantly prescribe to their community and give it all of their knowledge without restrictions, to enable its needs to be ever more satisfied.
Principles for leading community construction
As is reflected in the work Building Community, of which I have the pleasure of being the joint author along with Marià Moreno, we identify seven essential elements that any organisation must bear in mind in its plan to build a community and which, in turn, form the essence of the fourth level of the Augere Leadership ModelTM, the leadership that builds communities, which are:
1. Giving meaning
A leader who builds community gives meaning to the organisation in everything he does. Human beings who give meaning to what they do are capable of connecting it to something that has a superior value for them. Giving meaning means transcending what one does to take it to a much larger and more desired higher level.
2. People first
From their will, people are able to be a resource; however, they are much more than resources, they are complete human beings full of abilities to answer any situation they have to meet in their lives. Therefore, transcending a view of the person as an object supposes becoming submerged in the profound belief in the human being and in their development from individuality.
3. Innovating in relationships
Only people can lead relationships that will be key to building and sustaining the bonds produced in a community. When we innovate in the relationships between people in an organisation and provide new spaces, we make them change their results.
4. The power of emotion
What is intangible guides the tangible and connects with our values, emotions and sensations. As people we are convinced by logic, but moved by emotion.
5. Interest and passion
People who reach satisfaction in their work achieve extraordinary results in comparison with those who simply do jobs that are not motivating for them. All of the stakeholders want to get over the material binomial of the relationship, whether it be investment for dividend, price for supply, purchase in exchange for product or salary for work. We want to feel excited by the organisation and have it represent our lifestyle and values.
6. Long term
The focus for an organisation to become one with meaning is always the long term. The short term will surely meet other interests, but not always the construction of community.
Leadership focused on creating a community with all of the people who relate in an organisation is the starting point and also the target. Richard Teerlink, the president of Harley Davidson believes, “my function is to build a community”, taking his words from Expomanagement in 2004. Can you imagine the experience of directing a company in which its customers tattoo the brand name on their bodies?
- Published on January 14, 2014
What you must do to increase the value of your rapidly growing company.
What are the fundamental reasons that have not changed for hundreds of years? From Harnish’s famous process of “Mastering a One Page Strategic Plan”, which was a publishing success thanks to the conciseness of its 8 actions that you can carry out to strengthen your culture, this book is a compilation of the best adapted practices from some of the best companies on the planet. The book includes a highly instructive chapter by the joint author Rich Russakoff, which reveals the winning tactics to ensure that the banks will finance business. The book also includes several case studies that show the validity of the practices recommended by Harnish.
By Verne Harnish, author
Thousands of entrepreneurs have benefited directly from the simple and practical "tools" described in the book Mastering the Rockefeller Habits, and at the beginning of the book, more than a hundred business leaders have given their accounts of the power of the author’s tools. These tools come from the founder and director of the EO "Birthing of Giants" program renowned around the world for executive programs, Verne Harnish, who for three decades has worked with executive directors and management teams of fast-growing companies.
The fundamental ideas that produce value in the market of goods and wealth of businesspeople are based on the same "habits" which John D. Rockefeller used to dominate the oil industry. At this time, Rockefeller’s disciplined approach replaced the methods overwhelmed by the original pioneering speculators. These important disciplines explained in Mastering the Rockefeller Habits must be used by all companies that want to prosper in the coming decade.
Verne has learned how to teach these tools for CEOs who have no patience for anything other than getting to work. Verne Harnish has the gift of turning complex problems into simple solutions. The mastery of Rockefeller’s Habits gives useful tools in strategically taking intelligent decisions to keep everyone in line and responsible for the decisions.
- Published on January 14, 2014
Gülsün Zeytinoglu worked for a multinational company for 10 years before founding her own company. She was a pioneer in introducing coaching in Turkey. Her work is based on ORSC (Organisations and Relationship Systems), co-activity, NLP (Neuro Linguistic Programming), systemic thought, hypnosis, artistic expression and other related fields. She loves to combine different focuses to awaken and inspire individuals, couples and teams to help them achieve their natural potential.
- Published on January 14, 2014
Nearly 7,000 people came to IFEMA on the past 3 December to receive free personal and professional guidance from the more than 250 human resource and coaching professionals who took part in #Prepárate2013. According to the organisation’s data, 5,110 unemployed people came to the meeting and took an active part in all of the activities of the program: master talks, group sessions, workshops and one-to-one interviews with experts and entrepreneurs, as well as individual coaching sessions. What’s more, a little over 1,800 people followed the sessions broadcast by streaming in a collaborative and disinterested way by associations, professionals, companies of the human resource sector and other professionals.
In the words of Juan Antonio Esteban, the director of CEPAL and volunteer of the organisation: “’Prepárate’ was a day full of the interest and activity of hundreds of volunteers at the service of the unemployed. The cruel reality of unemployment was experienced in an atmosphere of collaboration and peace, an atmosphere that was motivating and realistic at the same time”.
Of the activities carried out at #Prepárate2013 Madrid, special repercussion was enjoyed by the workshops for the development of professional abilities and skills. The goals of these workstations were: to help to enhance the capacities of those attending to successfully pass an interview; to learn to seek the most attractive job offers according to one’s profile; to see the help and the necessary approaches for enterprising; and adapting one’s CV for each job.
Individual interviews and master talks
Other workshops aimed at generating and maintaining positive thought, to managing anxiety and lack of motivation due to unemployment, and to developing emotional intelligence were also in great demand. However, an undoubtedly important point of the meeting were the individual interviews with the 140 volunteer specialists in human resources and the 110 professional coaches, including a large number of Co-Active® coaches trained through Augere and the Co-Active Model®. More than 1,000 people had the chance to take part in the benefits of coaching, generating a different and personalised view of their situation.
The talks given by the great professionals were widely followed, given the importance of the issues at stake. In this sense, the IESE teacher Santiago Álvarez de Mon presented the need that each person must discover and develop their talent in order to achieve success. He also highlighted the importance of losing one’s fear of failure and learning from one’s mistakes, because this is when one will truly manage to be better. Other inspiring talks show the audience the value of choosing a daily practice in order to produce a constantly positive state that will end up changing the life of whoever might carefully cultivate it.
515 volunteers at the service of 7,000 unemployed people
The round tables with human resource managers were also highly appreciated for the conclusions that each unemployed person was able to draw in order to redesign their job search plan, by knowing the view of these professionals and the reasons that lead them to turn down a candidature. A total of 110 talks, workshops and proposals over eight hours, in which the participants were able to take on everything of greatest interest to them in #Prepárate2013 to draw the greatest possible benefit.
#Prepárate, which has already had two editions held in Barcelona, is being warmly received amongst the population given the current unemployment situation in Spain. In fact these participation results have led the companies taking part to consider organising a new event in Galicia in the early part of the year.
From the area of Augere CSR, we want to continue supporting these kinds of initiatives in order to contribute to generating new and different replies to the needs of our present professional context.
- Published on November 15, 2013
In order to be efficient and achieve extraordinary results, organisations need to develop systems that allow them:
- To focus on the business strategies.
- To achieve organisational alignment around the business and the corporate culture.
- To carry out the periodic assessment of the individual and collective value contributions.
- To establish continuous feedback on the individual and team performance and effort.
A process in three phases
To achieve these goals, we believe that it is essential for organisations to introduce a process that would be drawn out in three phases:
1. The introduction of a business management system
Management systems allow us to establish the necessary focus to guide people in the organisation in their work, in order to start up the designed business strategies and to achieve the established goals by attending everything that is important for the company from the point of view of its purpose, mission or values, and by creating a space for the people who form it to grow and develop.
2. The assessment of the value contribution of the members of the organisation from the viewpoint of achieving the results that might be expected and the development of their skills potential
Assessment systems allow 360° measurement of the contribution of each of the members of the organisation to the business, and the way in which they do things and place their talent at the service of the organisation. We can therefore measure their contribution to the results, output and how they have contributed to it, and their skills. We can assess to what extent their actions are in line with the values of the organisation, their specific role in it and their sense of contribution.
3. The development and feedback interview to inform people and teams in the organisation about their work
The development interview is the vehicle of communication we establish to make a structured review of this contribution in a two-way conversation between the worker and the manager, in which the worker receives feedback on the results of their output and effort and they can draw up a development plan to be followed between them.
- Published on November 15, 2013
More than 150 people met in Barcelona, Madrid and Paris to take part in the seminar that Augere held on Co-Active Coaching and Neuroscience in the month of October.
The seminar, which was offered by Ann Betz, a leader in Neuroscience in The Coaches Training Institute (CTI), gave an agile and practical presentation of powerful learnings and tools that demonstrate the influence of Co-Active Coaching on our brain.
Ann says that a large part of human behaviour is still a mystery to her. However, the bonds and the relationships that have been discovered between the science of the brain and what happens in a coaching session have become more and more fascinating, to the extent that, in her own words, "The more I furthered into neuroscience, the more I began to understand why coaching, and particularly the Co-Active Model, works so powerfully”.
Ann believes the co-active model achieves greater agility in relationships in individuals and organisations, and this means that people can feel profoundly realised, remain connected to others and be successful in the key areas of their lives.
In the last 10 years, Ann Betz has seen how her work as a co-active coach has transformed the lives of many people. “I have seen people take on apparently impossible challenges and be successful thanks to the help of a coach. I have seen people free themselves of negative attitudes and habits and I have seen how relationships that were breaking down have become deeper and flourished, all through the coaching process”.