Ciprian Patrascu

Ciprian Pฤƒtraศ™cu

๐Ÿ†ƒ๐Ÿ…ธ: Coaching – Transformฤƒ potenศ›ialul รฎn performanศ›ฤƒ sustenabilฤƒ

๐—”๐—ฏ๐—ถ๐—น๐—ถ๐˜๐—ฎฬ†๐˜ฬฆ๐—ถ๐—น๐—ฒ ๐—ฑ๐—ฒ ๐—ฐ๐—ผ๐—ฎ๐—ฐ๐—ต๐—ถ๐—ป๐—ด ๐˜€๐˜‚๐—ป๐˜ ๐—ฒ๐˜€๐—ฒ๐—ป๐˜ฬฆ๐—ถ๐—ฎ๐—น๐—ฒ ๐—ฝ๐—ฒ๐—ป๐˜๐—ฟ๐˜‚ ๐—น๐—ถ๐—ฑ๐—ฒ๐—ฟ๐—ถ๐—ถ ๐—ฐ๐—ฎ๐—ฟ๐—ฒ ๐—ฑ๐—ผ๐—ฟ๐—ฒ๐˜€๐—ฐ ๐˜€๐—ฎฬ† ๐—ถ๐—ป๐˜€๐—ฝ๐—ถ๐—ฟ๐—ฒ ๐˜€ฬฆ๐—ถ ๐˜€๐—ฎฬ† ๐—ฑ๐—ฒ๐˜‡๐˜ƒ๐—ผ๐—น๐˜๐—ฒ ๐—ฝ๐—ผ๐˜๐—ฒ๐—ป๐˜ฬฆ๐—ถ๐—ฎ๐—น๐˜‚๐—น ๐—บ๐—ฎ๐˜…๐—ถ๐—บ ๐—ฎ๐—น ๐—ฒ๐—ฐ๐—ต๐—ถ๐—ฝ๐—ฒ๐—น๐—ผ๐—ฟ ๐—น๐—ผ๐—ฟ.

๐Ÿ”น Conform unui studiu realizat de International Coach Federation (ICF), 86% dintre companiile care au implementat programe de coaching au raportat un ROI semnificativ ศ™i o รฎmbunฤƒtฤƒศ›ire a performanศ›ei angajaศ›ilor.

๐Ÿ”น Un studiu Gallup indicฤƒ faptul cฤƒ angajaศ›ii care beneficiazฤƒ de coaching sunt mai implicaศ›i ศ™i mai loiali, ceea ce duce la o reducere semnificativฤƒ a ratei de fluctuaศ›ie a personalului.

๐Ÿ”น Studiile mai aratฤƒ cฤƒ liderii care utilizeazฤƒ abilitฤƒศ›i de coaching contribuie la crearea unei culturi organizaศ›ionale bazate pe รฎncredere, colaborare ศ™i inovare.

๐—œฬ‚๐—ป๐˜๐—ฟ-๐—ผ ๐—ฎ๐—ฏ๐—ผ๐—ฟ๐—ฑ๐—ฎ๐—ฟ๐—ฒ ๐—ฝ๐—ฟ๐—ฎ๐—ด๐—บ๐—ฎ๐˜๐—ถ๐—ฐ๐—ฎฬ†, ๐—ฐ๐—ผ๐—ฎ๐—ฐ๐—ต๐—ถ๐—ป๐—ด-๐˜‚๐—น ๐—ฒ๐˜€๐˜๐—ฒ ๐˜‚๐—ป ๐—ถ๐—ป๐˜€๐˜๐—ฟ๐˜‚๐—บ๐—ฒ๐—ป๐˜ ๐—ฒ๐—ณ๐—ถ๐—ฐ๐—ถ๐—ฒ๐—ป๐˜ ๐—ฑ๐—ฒ ๐—ฑ๐—ฒ๐˜‡๐˜ƒ๐—ผ๐—น๐˜๐—ฎ๐—ฟ๐—ฒ ๐—ฝ๐—ฒ๐—ฟ๐˜€๐—ผ๐—ป๐—ฎ๐—น๐—ฎฬ† ๐˜€ฬฆ๐—ถ ๐—ฝ๐—ฟ๐—ผ๐—ณ๐—ฒ๐˜€๐—ถ๐—ผ๐—ป๐—ฎ๐—น๐—ฎฬ†, ๐—ผ๐—ณ๐—ฒ๐—ฟ๐—ถ๐—ป๐—ฑ ๐—ผ ๐—ฒ๐˜…๐—ฝ๐—ฒ๐—ฟ๐—ถ๐—ฒ๐—ป๐˜ฬฆ๐—ฎฬ† ๐—ฑ๐—ฒ ๐—ถฬ‚๐—ป๐˜ƒ๐—ฎฬ†๐˜ฬฆ๐—ฎ๐—ฟ๐—ฒ ๐—ฝ๐—ฒ๐—ฟ๐˜€๐—ผ๐—ป๐—ฎ๐—น๐—ถ๐˜‡๐—ฎ๐˜๐—ฎฬ†, ๐—ฐ๐—ฒ๐—ป๐˜๐—ฟ๐—ฎ๐˜๐—ฎฬ† ๐—ฝ๐—ฒ ๐—ป๐—ฒ๐˜ƒ๐—ผ๐—ถ๐—น๐—ฒ, ๐—ผ๐—ฏ๐—ถ๐—ฒ๐—ฐ๐˜๐—ถ๐˜ƒ๐—ฒ๐—น๐—ฒ ๐˜€ฬฆ๐—ถ ๐˜€๐˜๐—ถ๐—น๐˜‚๐—น ๐—ฝ๐—ฒ๐—ฟ๐˜€๐—ผ๐—ป๐—ฎ๐—น ๐—ฑ๐—ฒ ๐—ถฬ‚๐—ป๐˜ƒ๐—ฎฬ†๐˜ฬฆ๐—ฎ๐—ฟ๐—ฒ ๐—ฎ๐—น ๐—ณ๐—ถ๐—ฒ๐—ฐ๐—ฎฬ†๐—ฟ๐˜‚๐—ถ ๐—ถ๐—ป๐—ฑ๐—ถ๐˜ƒ๐—ถ๐—ฑ.

Studiile aratฤƒ faptul cฤƒ majoritatea angajaศ›ilor din mediul organizaศ›ional preferฤƒ sฤƒ lucreze cu un coach extern, principala cauzฤƒ fiind aceea cฤƒ asigurarea confidenศ›ialitฤƒศ›ii se dovedeศ™te adesea a fi un demers dificil รฎn relaศ›ia manager-subordonat.

Aศ™adar, dacฤƒ eศ™ti manager, รฎศ›i recomand sฤƒ รฎศ›i รฎnsuศ™eศ™ti coaching-ul, dar sฤƒ รฎl foloseศ™ti exclusiv pentru abordarea temelor legate de activitatea profesionalฤƒ, apelรขnd la un coach extern pentru provocฤƒrile personale cu care se confruntฤƒ angajatul.

๐—œฬ‚๐—ป ๐—ฝ๐—ฟ๐—ถ๐˜ƒ๐—ถ๐—ป๐˜ฬฆ๐—ฎ ๐—ฐ๐—ผ๐—ฎ๐—ฐ๐—ต๐—ถ๐—ป๐—ด-๐˜‚๐—น๐˜‚๐—ถ ๐—ถ๐—ป๐˜๐—ฒ๐—ฟ๐—ป, ๐˜€๐˜‚๐—ป๐˜ ๐˜‚๐—ป ๐—ณ๐—ฎ๐—ป ๐—ฑ๐—ฒ๐—ฐ๐—น๐—ฎ๐—ฟ๐—ฎ๐˜ ๐—ฎ๐—น ๐—ฎ๐—ฏ๐—ผ๐—ฟ๐—ฑ๐—ฎฬ†๐—ฟ๐—ถ๐—ถ ๐—ž๐—ฎ๐˜๐—ฎ ๐—–๐—ผ๐—ฎ๐—ฐ๐—ต๐—ถ๐—ป๐—ด ๐—ฝ๐—ฒ๐—ป๐˜๐—ฟ๐˜‚ ๐—ฐ๐—ฎฬ† ๐—ด๐—ฒ๐—ป๐—ฒ๐—ฟ๐—ฒ๐—ฎ๐˜‡๐—ฎฬ† ๐—ฐ๐—น๐—ฎ๐—ฟ๐—ถ๐˜๐—ฎ๐˜๐—ฒ ๐—ฝ๐—ฟ๐—ถ๐—ป ๐˜€๐—ถ๐—บ๐—ฝ๐—น๐—ถ๐—ณ๐—ถ๐—ฐ๐—ฎ๐—ฟ๐—ฒ ๐˜€ฬฆ๐—ถ ๐—ฝ๐—ฒ๐—ป๐˜๐—ฟ๐˜‚ ๐—ฐ๐—ฎฬ† ๐—ถฬ‚๐—ถ ๐—ผ๐—ณ๐—ฒ๐—ฟ๐—ฎฬ† ๐—ฐ๐—น๐—ถ๐—ฒ๐—ป๐˜๐˜‚๐—น๐˜‚๐—ถ ๐˜‚๐—ป ๐—ณ๐—ถ๐—ฟ ๐—ฟ๐—ผ๐˜€ฬฆ๐˜‚ ๐—ฝ๐—ฟ๐—ฎ๐—ด๐—บ๐—ฎ๐˜๐—ถ๐—ฐ, ๐—ฐ๐—ฎ๐—ฟ๐—ฒ ๐—ถฬ‚๐—น ๐—ฎ๐—ท๐˜‚๐˜๐—ฎฬ† ๐˜€๐—ฎฬ† ๐—ถฬ‚๐˜€ฬฆ๐—ถ ๐—ฎ๐˜๐—ถ๐—ป๐—ด๐—ฎฬ† ๐—ฒ๐—ณ๐—ถ๐—ฐ๐—ถ๐—ฒ๐—ป๐˜ ๐—ผ๐—ฏ๐—ถ๐—ฒ๐—ฐ๐˜๐—ถ๐˜ƒ๐—ฒ๐—น๐—ฒ, ๐—ฑ๐—ฒ๐—ฝ๐—ฎฬ†๐˜€ฬฆ๐—ถ๐—ป๐—ฑ ๐—ถฬ‚๐—ป ๐—บ๐—ผ๐—ฑ ๐—บ๐—ฒ๐˜๐—ผ๐—ฑ๐—ถ๐—ฐ ๐˜€ฬฆ๐—ถ ๐˜€๐˜‚๐˜€๐˜๐—ฒ๐—ป๐—ฎ๐—ฏ๐—ถ๐—น ๐—ฝ๐—ฟ๐—ผ๐˜ƒ๐—ผ๐—ฐ๐—ฎฬ†๐—ฟ๐—ถ๐—น๐—ฒ.

Abordarea Kata Coaching permite unui coach รฎncepฤƒtor sฤƒ construiascฤƒ pe scheletul celor 10 รฎntrebฤƒri standard, facilitรขnd deblocarea, schimbarea perspectivei, conศ™tientizarea, atitudinea pozitivฤƒ, motivarea ศ™i acศ›iunea consecventฤƒ a clientului pentru atingerea obiectivului asumat, pe mฤƒsurฤƒ ce coach-ul acumuleazฤƒ experienศ›ฤƒ practicฤƒ รฎn sesiunile pe care le livreazฤƒ.

๐—œ๐—ฎ๐˜๐—ฎฬ† ๐—ผ ๐˜€๐—ถ๐—ป๐˜๐—ฒ๐˜‡๐—ฎฬ† ๐—ฎ ๐—ถ๐—ป๐˜€๐˜๐—ฟ๐˜‚๐—บ๐—ฒ๐—ป๐˜๐˜‚๐—น๐˜‚๐—ถ ๐—ฝ๐—ฒ ๐—ฐ๐—ฎ๐—ฟ๐—ฒ ๐˜ฬฆ๐—ถ-๐—น ๐—ฟ๐—ฒ๐—ฐ๐—ผ๐—บ๐—ฎ๐—ป๐—ฑ ๐—ฒ๐˜‚ ๐—ฝ๐—ฒ๐—ป๐˜๐—ฟ๐˜‚ ๐—ฎ ๐—ฑ๐—ฒ๐˜‡๐˜ƒ๐—ผ๐—น๐˜๐—ฎ ๐—ฝ๐—ผ๐˜๐—ฒ๐—ป๐˜ฬฆ๐—ถ๐—ฎ๐—น๐˜‚๐—น ๐˜€ฬฆ๐—ถ ๐—ฝ๐—ฒ๐—ฟ๐—ณ๐—ผ๐—ฟ๐—บ๐—ฎ๐—ป๐˜ฬฆ๐—ฎ ๐—ฎ๐—ป๐—ด๐—ฎ๐—ท๐—ฎ๐˜ฬฆ๐—ถ๐—น๐—ผ๐—ฟ ๐—ฝ๐—ฟ๐—ถ๐—ป ๐—ฐ๐—ผ๐—ฎ๐—ฐ๐—ต๐—ถ๐—ป๐—ด:

โ‘  ๐—–๐—Ÿ๐—”๐—ฅ๐—œ๐—™๐—œ๐—–๐—”ฬ† ๐—ก๐—˜๐—–๐—˜๐—ฆ๐—œ๐—ง๐—”๐—ง๐—˜๐—”
โ— Identificฤƒ nivelul de dezvoltare al angajatului
โ— Dacฤƒ este รฎn nivelul D3, treci la pasul 2
โ— Altfel, foloseศ™te altฤƒ abordare pentru maximizarea performanศ›ei

โ‘ก ๐—ข๐—™๐—˜๐—ฅ๐—”ฬ† ๐—–๐—ข๐—”๐—–๐—›๐—œ๐—ก๐—š
โ— Propune-i angajatului o sesiune de coaching
โ— Foloseศ™te documentele asociate instrumentului
โ— La final, agreaศ›i data pentru sesiunea de follow-up

โ‘ข ๐—”๐—ฆ๐—œ๐—š๐—จ๐—ฅ๐—”ฬ† ๐—ฅ๐—˜๐—ญ๐—จ๐—Ÿ๐—ง๐—”๐—ง๐—˜๐—Ÿ๐—˜
โ— Faciliteazฤƒ conศ™tientizarea lecศ›iilor รฎnvฤƒศ›ate
โ— Utilizaศ›i notiศ›ele clientului din sesiunea precedentฤƒ
โ— Cere feedback pentru dezvoltarea ta ca ศ™i coach

๐—”๐—ฐ๐—ต๐—ถ๐˜‡๐—ถ๐˜ฬฆ๐—ถ๐—ผ๐—ป๐—ฒ๐—ฎ๐˜‡๐—ฎฬ† ๐—ฝ๐—ฎ๐—ฐ๐—ต๐—ฒ๐˜๐˜‚๐—น ๐—ง๐—ฟ๐—ฎ๐—ถ๐—ป๐—ถ๐—ป๐—ด ๐—œ๐—ป๐˜€๐˜๐—ฟ๐˜‚๐—บ๐—ฒ๐—ป๐˜ โ€œ๐—น๐—ฎ ๐—ฐ๐—ต๐—ฒ๐—ถ๐—ฒโ€, ๐—ฐ๐—ฎ๐—ฟ๐—ฒ ๐˜€๐—ฐ๐—ฎ๐—ฑ๐—ฒ ๐—ฐ๐—ผ๐—ป๐˜€๐—ถ๐˜€๐˜๐—ฒ๐—ป๐˜ ๐—ฐ๐—ผ๐˜€๐˜๐˜‚๐—น ๐—ฑ๐—ฒ๐˜‡๐˜ƒ๐—ผ๐—น๐˜๐—ฎฬ†๐—ฟ๐—ถ๐—ถ ๐—ถฬ‚๐—ป ๐—ฐ๐—ผ๐—บ๐—ฝ๐—ฎ๐—ป๐—ถ๐—ฎ ๐˜๐—ฎ, ๐—ผ๐—ณ๐—ฒ๐—ฟ๐—ถ๐—ป๐—ฑ๐˜‚-๐˜ฬฆ๐—ถ ๐—ฎ๐—ฐ๐—ฐ๐—ฒ๐˜€๐˜‚๐—น ๐—น๐—ฎ:

โœ… 27 de instrumente practice pentru dezvoltarea a 15 abilitฤƒศ›i esenศ›iale pentru succes.

โœ… Cele 15 suporturi de curs pentru livrarea eficientฤƒ a sesiunilor de training.

โœ… Dezvoltarea unui multiplicator (angajat al companiei) care va livra intern sesiunile de training.

ศšinem aproape!

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๐—š๐—ฒ๐˜€๐˜๐—ถ๐—ผ๐—ป๐—ฎ๐—ฟ๐—ฒ๐—ฎ ๐—ณ๐—ถ๐—ป๐—ฎ๐—ป๐˜ฬฆ๐—ฒ๐—น๐—ผ๐—ฟ ๐—ฒ๐˜€๐˜๐—ฒ ๐—ฒ๐˜€๐—ฒ๐—ป๐˜ฬฆ๐—ถ๐—ฎ๐—น๐—ฎฬ† ๐—ฝ๐—ฒ๐—ป๐˜๐—ฟ๐˜‚ ๐—ผ ๐˜ƒ๐—ถ๐—ฎ๐˜ฬฆ๐—ฎฬ† ๐˜€๐˜๐—ฎ๐—ฏ๐—ถ๐—น๐—ฎฬ† ๐˜€ฬฆ๐—ถ ๐—ฝ๐—ฟ๐—ผ๐˜€๐—ฝ๐—ฒ๐—ฟ๐—ฎฬ†, ๐—ฑ๐—ฒ๐—ผ๐—ฎ๐—ฟ๐—ฒ๐—ฐ๐—ฒ ๐—ป๐—ฒ ๐—ฝ๐—ฒ๐—ฟ๐—บ๐—ถ๐˜๐—ฒ ๐˜€๐—ฎฬ† ๐—ป๐—ฒ ๐—ฐ๐—ผ๐—ป๐˜๐—ฟ๐—ผ๐—น๐—ฎฬ†๐—บ ๐—ฟ๐—ฒ๐˜€๐˜‚๐—ฟ๐˜€๐—ฒ๐—น๐—ฒ ๐˜€ฬฆ๐—ถ ๐˜€๐—ฎฬ† ๐—ป๐—ฒ ๐—ฎ๐˜๐—ถ๐—ป๐—ด๐—ฒ๐—บ ๐—ผ๐—ฏ๐—ถ๐—ฒ๐—ฐ๐˜๐—ถ๐˜ƒ๐—ฒ๐—น๐—ฒ ๐—ณ๐—ถ๐—ป๐—ฎ๐—ป๐—ฐ๐—ถ๐—ฎ๐—ฟ๐—ฒ. De la

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