Jakso 14: Coaching johtamisen työkaluna

(upbeat music) (speaking in foreign language) (upbeat music) (speaking in foreign language) (speaking in foreign language) (speaking in foreign language) (speaking in foreign language) (upbeat music) (speaking in foreign language) (upbeat music) (speaking in foreign language) (upbeat music) (speaking in foreign language) (speaking in foreign language) the Camp Lanshirt Company's partner Janne Annunen, and the Organisaatio Psychologi, Study and Data Writer, Jakko Sahima. Ilanna Rauhala, you are a psychologist and a top coach. You also have a coaching certificate for the top MC. First of all, welcome to our good and bad management podcast. Thank you, it's great to be here with you. Tell us, from the beginning, where we are talking about coaching. What is coaching actually like? Do you have any experience with it? Yes, and there are a lot of things about it. In my new book, which I have recently written, I have given a brief introduction to the power of the language. There is a way of communication, which allows us to understand that everything is good and useful. I have wanted to highlight it in the way of communication. But when we talk about coaching, it is usually related to the fact that we help people to achieve their goals, to determine them and to find the power to achieve their goals. That is perhaps a shortcoming. There is a lot of different values in the world, but it is related to the discussion and the success of the discussion. What is coaching art? When we talk about coaching art, when I first said that it is a form of communication, when I said that I have a certificate, there are different types of tools in the world, which are the tools that can be used. So the tools that I have learned to use are different competencies. When we talk about art, competencies are related to listening. They are related to the goal of achieving goals. They are related to the goal of becoming a better person. In general, the questions, feedback, reflections, communication are the skills that we do. The skill is also related to the challenge. The challenge is the combination of listening to what is really important. Maybe listening to what is written in the book, listening to what is said and what is not said, listening to what is written and listening to what is written. I would also like to know what is important. I would also like to know what you can do more or what you haven't noticed yet or how you can improve your understanding of how to use it. In that sense, there are different types of skills that can be used to improve your understanding of how to use it. So listening to what is written in the book, listening to what is written in the book, is to build trust with people who are planning to prepare. What types of tricks and situations are coaching and how are they being used? And what kinds of situations do you respond to when coaching is being used? And now you're asking about working life. Yes, working life. Of course we sometimes talk about life coaching, but maybe more about working life. Because if we think about the history of coaching and coaching, it is very likely that the term has been raised from the outside of the world, and then life coaching is itself a big genre. But I don't think it's really about preparing in the context of working life. It can happen, for example, in any situation, that it can be very similar to what happens in the area of coaching, which doesn't need to be mentioned in the community, even if it's called coaching. In other words, if we have a team partner and someone throws something there, then for example, or another, why not a colleague, we could start preparing for the discussion. But then it can be very well known that the person has received a new position, or we have a new team in the whole, or someone else's situation, in which he can, for example, receive coaching from the outside, or preparing. So before the coaching process, how it has historically gone before, it was a bit like that, coaching was at least an organization, or an outside person in the company who came to coach there. And today, the main area of cooperation is the fact that the leaders, for example, use their work. But what is currently very much in addition, is that, for example, who wants us to work as a coach, then we can, on the other hand, in the current situation, as well as in this kind of colleague relationship, then it is definitely the biggest genre that is currently added. The research has been carried out that one of the leading leaders of coaching is one of the more significant ones, which differentiates the leading leaders from the central leading leaders. What makes coaching different from the leading leaders? So the leaders always ask you how you can make people what they want to do. How do I get them to understand this vision, and then the strategy, how do I get the leaders, the leaders, the leaders themselves, and the leaders themselves. And coaching, it's kind of like that. It's like answering the questions about how I can make people feel, and at the same time, how they are meant to be. Because we know from human eyes that our eyes don't work that if someone just says, "Now you are a good person, do your job well," then it's like, yeah, we all want to be good people and do our job well, but then when someone gets to think about what it would be if I did my job well, or what it would be like to use it, then when someone is able to do it, then he gets the potential to do it. That's what Sarisee can't say, that the potential is at the bottom of the screen. The potential is the one who doesn't want to see it. If the leader only looks at what he sees on the screen, then usually there are signs of birth, that the person is dead, or that he is not a part of it, or that he is in a bad mood, or something like that, who doesn't want to be told about it, where there is a question, but there is a question that the person doesn't just know or be part of it, or has still found it, or hasn't yet learned it. How do you learn it? What kind of coaching and management has happened to your coach? And then maybe a preparatory management or a preparatory management of the name between the two? How does this relate to each other? I think it also relates to each other. The preparatory management is, in my opinion, the leader of the Finnish coach, so to speak, that I can't make any mistakes. It is quite the same thing. And then, if we think about management and management work, management work is much more than coaching. That it is, of course, the decision-making that is most important. It is also a statement, it is management, it is a follow-up, and these are the things that are connected to the coaching world. When the preparatory management works preparatory, it means that the coach is in the arsenal, the competencies of the coach, and the coach is happy with the situation and is happy with the situation, that I could not coach myself now. But if we think that the management could be connected to the coach, then we go to talk about it, because it is also much more. And this is perhaps something that I myself was ready to challenge in the course of coaching, where we can easily go there and just think that the preparatory would be enough in the management work. It is a bit the same as in the old days. If I think about it myself, even the mother of two boys, that I have had these jobs, it has opened up tremendously in the development work. I don't know what I would have done if I had not been part of it, but it is the old age, much more so than I can always be there in coaching mode. We are talking about the basic role-playing skills, as they are all. You mentioned that in the past you thought that coaching is more for the outside world, but how do you realize that what kind of outside world would be a place for the organization? I could say in a funny way, that if there is such a thing, that there is one issue, that we do not think about using it as a default in every situation, it is more expensive because the people who do the basic role-playing work do it at the same time. That is why it means that in the present, where we use the outside world coaching is usually different situations. For example, the top management company is usually based on the outside world, because the outside world is not attached to the things, to the things that may be good for some situations. In some situations, it is good that the coaching felt like an organization, crisis situations, crisis situations can sometimes be really good. Even though the organization is small, they can function or change. And then, if we come to very small organizations, then there is a small company not to hesitate to be able to keep different types of coaching. Because coaching can be different situations. For example, I use psychology a lot in situations where the understanding of people is in the case. It is good that coaching is more like a strategy of things, or it could be good to have something logistical related to the substance, that it could be in the world of crisis situations. In that sense, often organizations, when coaching is used, maybe in the beginning, we can use more outside, but then when that part is less. Listen to the podcast of a good, bad management. If we go there, to the level of the user, to the rooms of coaching and to the rooms of a good, coachable, ready-made discussion, if you want to add such a coach in your own management, you should take it into consideration. One good basic principle is to learn to use more questions than giving answers, which you should immediately say that you should give answers if you only ask questions. But I think that the basic, as I have liked this kind of calm model, I think that when you want to work as a coach, one is that you should take over and decide whether it was a conversation or a long time. So I have a habit to warm up that conversation. The other is that I practice my habit carefully. Often we think that the most important thing is the questions, but the most important thing in coaching is whether we listen to things or listen to the other person below and possibly to everyone. So listening, listening. The third is that when you learn to study, when people come to work, in different cases, situations, and they are not straight, when you learn to study, what questions are there, what things haven't been considered yet, and what other things you could look at. Is there anything else that comes to mind? So let's keep that thing open as long as possible. Before we go to the very important coaching competencies, which is what is necessary. What are the questions and how to do everything that is found through coaching? So make a decision, or a plan, or something that we are going to follow, something from a meter. And that happens also with the questions, but it also happens with the feedback and the communication and this kind of thing. And then of course that also leads to the fact that it is the case that when we are in different situations, it would be good to make such a huge mistake, that we can stop time, and we can joke, but we can't do this anymore. Just because it's great that we have this situation. And where do we get to, what was important, and let's continue next time, or give some feedback that this was important We all have the need to see, hear and understand. We all have the need to get the attention. So the way we decide on all these situations, even though they haven't been all the same, or maybe they haven't been prepared for something, or they haven't been made to make a decision, I can say that this was important and thank you for being here. Thank you. Thank you. Thank you. Thank you. How can I develop my hearing skills? Yes, it's my favorite theme, because I've been using it for so long, and there's still a lot of work to do. But someone has said that it's good that I'm always interested in other people, and then I can know something I don't know. So, in that kind of situation, for example, I can manipulate myself to play. How can I influence a person's appearance or influence? So, if you haven't experienced hearing, hearing can be quite boring and it can be quite boring. But if you manipulate yourself, this would be the kind of person who would be interested in other people. It means that hearing is your own impulse. I don't always say everything that comes to mind or what I know about this, but I'm interested in what you think. And more than that, the question is whether hearing training is very good. Because we don't just hear, we just hear. So, you learn to look at your appearance. And also to listen to the fact that the other person speaks. But at the same time, what do you feel when he speaks that thing? So, you start to listen to it. And then to silence your own emotions. Because most of the time there are all impulses. I don't know what he says next. So, you learn to talk to your own inner impulses. Thank you for your impulses, but I don't need your attention. And on the other hand, my own experience I would say that it takes time. I think it's a bit analogous to hearing training. That once in a row, you don't make mistakes. A lot of mistakes. If you think about the coaching skills and the work that you have done well, do you have good links with the coaching skills that you can develop yourself? That's a great question. Because all of them want to know how they are linked. So, you think that when I present this question or this view, I wonder if this is from the second evaluation or from the evaluation. So, one type of question that is in the coaching world is this "appreciative inquiry" i.e. evaluation for challenges. So, when I present the question I present "Why do you leave?" I ask "How can you do this next time?" It's a different question. If I ask "why do you leave?" it's easier for me to answer the second half of the question and it's clear that we are in the process of going to the next. What do you think that you can do next time? It's in the direction of the future. So, the idea is to hear your own questions. Are they open or open or are they open? And, of course, when you hear your own questions, do you have a question where you're just asking if this is the right thing to answer. Or, yes, you just ask how the question is when it's already a challenging question when the other one is a little more thinking about the answer rather than giving a quick answer. I also learned this from one of the coaches that you don't ask directly the "why" questions even if it's often possible for them to have an impact on them. But it's easier for people to answer if they have too many questions. I remember that I left it to myself at least. Yes, we can talk about this with you, for instance. We can talk about the root cause and the right answer. And then, at the same time, we can talk about why you're doing this. If you yourself have done something, how do you find a reason why you're doing this a little bad? What did you think when you did this? For example, I had a boy who was at the bottom of the gym and it was pretty bad and he's got only seven questions. My first question was "Why did you do it so bad?" I would have said it better. But then I asked "Okay, what did you think when you were doing this?" He started telling me that he did something with his friend and he didn't focus on this. You've focused on this and then you asked "Why did you do it so bad?" "Why didn't I focus on it?" "Why did we do this?" And then we got the answers from the questions in the back. And you learned more in the end. Yes. We talk a lot about how to develop other coaching skills. But what about the organization which is in the background? If the organization comes from the coaching culture how can the organization develop? That's a good question because we ourselves know that if we want to develop coaching skills that there is no other way but we know that if there is a bad performance and even if there is one injury, then the injury will start to heal. That's why we put the inputs and the development to all levels. In the past we used to have a coach and then we started to think about how to talk about the training culture. How do the organization do that? How do we collectively talk about the development of the organization? To provide the information and resources so that we have good content or podcasts and create campaigns inside the organization and then some organizations can, for example, have a part of the company and a part of the HR. Functions are connected in a different way and today a lot of things are being talked about from the customer experience and the work experience. It is very important for the organization and there will be a lot of people who do not know that if only the companies or organizations develop in the past there will be a full-time management philosophy and the training culture will not start there. Sometimes the organization is connected to other organizations that have managed the success and the organization is interested in how they do it. The organization always comes from the management side and we look at the leaders and the model teaches them. I think when the organization wants to develop it should be important that it only starts to develop in the direction of the organization that the organization works in a way that it can be developed as a product development team or as a development team that works in some way and then the leadership is involved. But the ideal case is like this and if you write on paper you think that all the values are always above and below. But then there are many things that go to the other direction that when the people are eating they start doing something they are also interested in what this is. In that sense it can be the same as it is. What do you plan to do and I'm sure that good initiatives can be done at different levels in different directions and they can be done better Yes, I would like to that you don't leave it and then we start to act as a leader because the leadership is so much better than what they do if it is a thought process and I would like to to mention that if I thought about it when I was interested in this and at least in the organization where I was I would just start to work and believe that I will do for example who doesn't have to think that my work would be lower than that if it wasn't for me but as you said in the book it is just like that it would be great that the leader would work fully in the world. Yes, because there is the fact that the leaders are only people and they have so many and I think that in many organizations it is more important how the central leadership works than how the leadership works because leadership often works pretty little in the direction of the organization because it often works a lot from the outside organization And then if you look at the work and the work experience the goal of the leadership is what is the reason that we are and are going Yes it is. And then we know that even if a colleague has received a salary more important than the first one then we come to how we are in the center If we try to emphasize what kind of work is going to be done by the coach and develop your own coaching skills and coaching skills how do you do that I think that it is easier for the individual to live because we all want that what I do it will be a little easier not a lot of excitement and lack of confidence I notice very clearly in my own work that the leaders that are here have been inspired because these talents are often born really often there are some lucky ones who have already been born coaching minds and skills but it is really rare that they are more difficult how they take things forward with their own people so they don't have to worry about that thing they can be someone else's thing and if you have a job your life will be much easier when you teach how they work when you are just a business partner if you have taught coaching skills then your leadership is not as I said why are they like this your life is like you see red marks and you make your own life more understandable how would you like to leave your opinion to the listeners to learn from your own leadership I would like to say that even though I have been interested in these things in the work context I have always been interested in the fact that I have spent so much time on these things it makes it quite fun it has improved my relationship it has improved my relationship with my own mother who was very complex and can be the same but it has been the same which is actually difficult and we know that those difficult people we have many people in our lives because they still have so much knowledge and skills the fact that in the work life context the next effect is that it improves the whole life it was a good end for me thank you Ilona have a great time in the podcast this was a really good interview thank you if you like this episode remember to follow us on Spotify or subscribe to our channel so you will hear new episodes in the first episode