Coaching and Internal Mobility
21 July 2008
Read by 1777 persons
Coach's Opinion: Coach Nadia Sebti, founder of Objectif Ressources firm and founding member of the Maroc Coaching office.
The current trend in human resource management is internal mobility. Rather than hiring, the company seeks to meet its human resource needs from within.
Vertical mobility, synonymous with promotion, involves a change in hierarchical status. Horizontal mobility, on the other hand, consists of a move without a change in status. Such a move can nevertheless induce a change in core business (functional or cross-functional mobility) or a change in responsibilities.
This change is often accompanied by a double questioning for the manager who benefits from it, both in terms of their daily activities and the relationships that exist with their former colleagues or with the members of their new teams. In general, it is for their technical qualities and know-how that the manager has been noticed. Recognition of their qualities and their promotion take them to another stage of identity: they become a manager, team leader and, in some cases, a leader and strategic manager. They must get others to do what they themselves used to do.
Cross-functional mobility, on the other hand, is either requested by the person concerned or initiated by the company. This mobility must help the person concerned grow, bring productivity gains for the company and, in all cases, a different added value. There must be a visible and measurable result. The coach accompanies the "champion" along this identity journey.
The latter will have to get to know others and make themselves known, make sometimes unpopular decisions, accept criticism, distance, and misunderstanding from their entourage, their former colleagues, in short, experience the solitude of power.
The coach will jointly create with their champion the optimal conditions for them to accept themselves internally in their identity as competent for this job, identify themselves and surpass themselves if the imposter complex exists (internal reflection that the manager has who wonders if they are not playing a game too far), accomplish themselves and overcome the necessary stages of mourning which will be as many dead ends as long as they have not been done, manage the mourning of the friendship and equality relationship with their former peers, confront frustrations, rebellions and jealousies in their relationships, accept to give up a function or a job where, precisely, their excellence made them noticed, get out of their comfort zone.
Coaching allows the manager to reflect and elaborate on these questions and to receive feedback that gives them both a subjective and objective opinion.
Individual coaching will create a space where the champion will accept to be the "boss" of their former colleagues, take a step back from their new role, develop their savoir-faire and their vision in relation to the system to which they belong, and finally combine the alignment of the being of production and the being in growth.
A coaching of the new team constituted by the new configuration, led by an external or internal coach, will give meaning to this mobility and will allow to create a protected framework to lift resistances and misunderstandings, free speech, lay out representations, explain the stakes and objectives and finally develop further and share with the "newcomer" a minimum cultural envelope, that is to say the company culture declined at the level of this group.
This support, whether individual or collective, will unleash the full power of the new manager and their team and, ultimately, catalyze the development of a constructive, efficient and profitable synergy for the institution.
Published on July 4, 2008
Posted online on August 8, 2008
Entreprendre.ma
The current trend in human resource management is internal mobility. Rather than hiring, the company seeks to meet its human resource needs from within.
Vertical mobility, synonymous with promotion, involves a change in hierarchical status. Horizontal mobility, on the other hand, consists of a move without a change in status. Such a move can nevertheless induce a change in core business (functional or cross-functional mobility) or a change in responsibilities.
This change is often accompanied by a double questioning for the manager who benefits from it, both in terms of their daily activities and the relationships that exist with their former colleagues or with the members of their new teams. In general, it is for their technical qualities and know-how that the manager has been noticed. Recognition of their qualities and their promotion take them to another stage of identity: they become a manager, team leader and, in some cases, a leader and strategic manager. They must get others to do what they themselves used to do.
Cross-functional mobility, on the other hand, is either requested by the person concerned or initiated by the company. This mobility must help the person concerned grow, bring productivity gains for the company and, in all cases, a different added value. There must be a visible and measurable result. The coach accompanies the "champion" along this identity journey.
The latter will have to get to know others and make themselves known, make sometimes unpopular decisions, accept criticism, distance, and misunderstanding from their entourage, their former colleagues, in short, experience the solitude of power.
The coach will jointly create with their champion the optimal conditions for them to accept themselves internally in their identity as competent for this job, identify themselves and surpass themselves if the imposter complex exists (internal reflection that the manager has who wonders if they are not playing a game too far), accomplish themselves and overcome the necessary stages of mourning which will be as many dead ends as long as they have not been done, manage the mourning of the friendship and equality relationship with their former peers, confront frustrations, rebellions and jealousies in their relationships, accept to give up a function or a job where, precisely, their excellence made them noticed, get out of their comfort zone.
Coaching allows the manager to reflect and elaborate on these questions and to receive feedback that gives them both a subjective and objective opinion.
Individual coaching will create a space where the champion will accept to be the "boss" of their former colleagues, take a step back from their new role, develop their savoir-faire and their vision in relation to the system to which they belong, and finally combine the alignment of the being of production and the being in growth.
A coaching of the new team constituted by the new configuration, led by an external or internal coach, will give meaning to this mobility and will allow to create a protected framework to lift resistances and misunderstandings, free speech, lay out representations, explain the stakes and objectives and finally develop further and share with the "newcomer" a minimum cultural envelope, that is to say the company culture declined at the level of this group.
This support, whether individual or collective, will unleash the full power of the new manager and their team and, ultimately, catalyze the development of a constructive, efficient and profitable synergy for the institution.
Published on July 4, 2008
Posted online on August 8, 2008
Entreprendre.ma
