- Contact Us
For more information call
902 367 768
Page 1 of 16
In order to be efficient and achieve extraordinary results, organisations need to develop systems that allow them:
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.
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”.
Through the experiences of successful iconoclasts, Berns reveals the internal workings of an iconoclast’s brain with considerable clarity. Each chapter describes the practical actions we must take if we want to understand and allow our brains to think differently by seeking new environments and new experiences, amongst other things.
Full of interesting stories, ideas based on science and powerful examples of a surprising variety of disciplines, this book helps readers to understand how iconoclasts think and to discover whether they can be one of them.
The book teaches us the three principal mental obstacles that people need to overcome if they want to be iconoclasts. The author is responsible for the statement “imagination comes from the visual system”, and the idea that blind people can also be creative, just as important people have been able to compensate their limitations with other senses (for example Mozart).
This is a technical, sensorial and inspiring book that not only gives a detailed analysis of the nature of the iconoclast, but also serves as a guide for people who feel trapped by conventional thought and wish to free themselves of it, as if the reader felt that they were in a prison and the book were the key to enable them to escape.
About the author
Gregory Berns is a distinguished neuroconomist, university professor in psychiatry and economy in the Department of Psychiatry and Behaviour Sciences of Emory University Faculty of Medicine in Atlanta. He is the director of the Neuropolicy Centre and has written numerous articles in academic reviews. He frequently appears on ABC News Primetime Television, on CNN and PBS and in newspapers such as the New York Times and the Wall Street Journal.
In difficult times, it is more necessary to have a well-prepared sales team. The sales process is more complex because clients are aware that their power is greater in the commercial relationship. Furthermore, competition is still more aggressive. It is not only a question of having the right knowledge and methods, it is vital that salespeople should have the right aptitudes to be able to achieve the goals, but it is equally important that they should have the necessary attitude to overcome the obstacles and to release the brakes that prevent them from completing the sales.
Augere Sales Top Performers is a program aimed at directly improving the results achieved by the sales teams. It starts with a detailed analysis of the opportunity which occurs if the output of a certain number of salespeople rises to that of the Top Performers.
As a general rule, the sales distribution between the salespeople in a company is not balanced and a small number of the resources achieve a large percentage of the results. It is very common to find that 20% of the salespeople have an excellent output, 20% have a very low output, and 60% of the sales force is average. The opportunity analysis made from the beginning of the program shows the additional sales that the company would achieve if part of the salespeople with average output could manage to achieve maximum output or if all of the low output salespeople were able to rise to the category above.
Then the sales team takes part in a process of assessment of their commercial behaviour by means of a tool that is very easy to apply. The result of this process is a table that compares excellent output with the behaviours of the sales people who achieve it. Based on this table, a profile of the Top Performer can be designed that shows the behaviours associated with commercial success.
This profile can be used as a reference for comparison with the whole sales team. The behaviour profiles of each salesperson can therefore be compared with the “robot portraits” of a series of hypothetical successful salespeople (not so hypothetical, because they have been created from real results).
The next step is to work with the salespeople to identify the most important behavioural differences they find between their own profile and the benchmarks. This part of the process uses the coaching tool that is specialised in individual and group commercial behaviours. Thanks to this, results are achieved fast because work is done on the way to change behaviours to achieve maximum efficiency in reaching the goals.
In processes of this kind, it is fundamental that those responsible for sales teams should be completely aligned with the work that is to be done, and know the tools that they use. The program can include the training of sales managers in the use of coaching skills, so that they themselves can work directly with the salespeople on the necessary behaviours to achieve the proposed goals.
As this is a fast deployment program, it is easy to measure the favourable impact on sales as soon as it is started up, and it also has other additional beneficial effects. For instance, as it has one or more successful profiles as comparative references, they can be used during the salespeople selection process to ensure that the people contracted have profiles that are in line with what is already known as a success model.
One enormous advantage of this program is that it adapts very easily to the specific requirements of a certain sector or company. For example, when the company is going to introduce new products or services that require special skills or behaviours, it is possible to identify which of the salespeople show the best output in selling the new products and which behaviours they use, so that they might be developed in the rest of the staff.
The individual profiles are recorded on a Web platform allowing dynamic follow-up on the results. This is very useful for knowing the impact of commercial or marketing actions at all times and which profiles adapt best to them.
Augere chose Profiles International to deploy the commercial profile analysis tools, as they have very broad experience in developing commercial profiles and their tools have been tested in many processes in different sectors of business activity.
Eva Goya today manages the people of Biogen Idec, a company engaged in biotechnology and pharmaceuticals. A professional with initiative, she describes herself as flexible, adaptable and focused on the demands of the companies in which she works. Convinced that a leader must have tools to be able to manage their team, in 2013 she promoted the leadership program that Augere has carried out in Biogen.
On the coming 23 November, Barcelona (Hotel Confortel Barcelona) will host the 3rd Event of the Co-active Community in which participants will once more share new experiences, learnings and projects at a meeting to come up to date with what is happening in the world of coaching and to continue pushing the co-active synergies.
8:30 a.m. – 9:30 a.m. - Registry and Welcome
9:30 a.m. – 11:30 a.m. - Co-active Coaching enhanced by Annie Marquier’shumanistic model.
11:30 a.m. – 12 p.m. - Coffee Break
12 p.m. – 1:30 p.m. - PNL tools for Co-active Coaching.
1:30 p.m. – 2 p.m. - Co-active Networking – “dancing” on the moment
2 p.m. – 3:30 p.m. - Lunch
3:30 p.m. – 4:30 p.m. - Speed Networking
4:30 p.m. – 5:30 p.m. - Discussion: what does a company expect of Coaching?
6 p.m. – 7:30 p.m. - Creation Moment and Close