The transition to the next stage of professional development is associated with the need to develop new skills and find yourself in a new situation. Therefore, it is worth preparing for them properly. If you are expecting a significant change in your job, think about what you can do right now to get the best out of the situation.
Recently, interest in personal and professional development has been growing intensively in Poland, and motivational speakers are gaining particular popularity. The profession of a coach is still new in Poland and evokes various emotions among others because it is not yet legally regulated. Nevertheless, more and more people are deciding to use it, or think of it as a new, interesting career path. There are many good comparisons and definitions for coaching. In English, “coach” simply means “trainer”, although it does not fully reflect its definition. More often, coaching is divided into two types – business coaching and life coaching, due to the goals that can be achieved. At ecoCoach, we specialize in two types of coaching, namely: business coaching and executive coaching. So what makes each of them different?
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The way humans are organized is constantly evolving. Looking at reality from the perspective of a hierarchy is no longer the optimal and most effective model of relating to reality. More and more companies (eg Wikipedia, Spotify, BlaBlaCar) rely on the assumption that each participant in the network or service is equally important and can play the role of both user and creator. The same applies to modern turquoise management companies, where the hierarchy and divisions into “top” and “bottom” cease to exist. However, not everyone is ready to function in the company without a boss and abandon the hierarchical pyramid. We cannot enter the Turquoise World on the basis of “I pay, I take, I don’t care about the rest”, but rather with the approach “I’m responsible, I make decisions, I co-create the organization”. Traditional companies have traditional organizational structures and usually show less spectacular results. Modern companies are modern management methods and usually above-average results.
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Spiral Dynamics, what this article is about, explains why people at different stages of their lives seek happiness in different places, and then, after finding happiness in a given place, seek further and discover it at the next stage of their development. The following article explains how this theory was discovered and why it may be the greatest discovery you are currently looking for.
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I first came across the name “turquoise organizations” exactly a year ago, after being suggested to me twice by two different people to read Frédéric Laloux’s book, in two different places and at different times. While reading the book, while still the president of the management board of igus in Poland, I had a kind of enchantment because the practices that I was doing with my team in Poland at that time were similar to what Frédéric Laloux describes.
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Hardly anyone remembers now that the origins of the modern method of management in factories – Lean Management and Lean Manufacturing – can be traced to William Edwards Deming’s departure to Japan in 1947 and his lectures for Japanese engineers in the 1950s. Is LEAN still the most modern management method? Has technological progress, globalization, universal access to knowledge, social media and companies based on the collaborative economy not mean that LEAN management methods are a bit of a mouse? For some, NO, because they still defend the good old hierarchical structures, long-term LEAN implementations and the CEO out of necessity taking GEMBA walks. For some, YES, because they notice how quickly the group of turquoise companies is expanding, relying on flexible structures, self-organization, employee involvement and the company’s 100% based on a human being with his fullness.
Haven’t you ever thought about throwing this whole LEAN implementation away? To throw away is a constant explanation to new employees that when you say 5S, you do not mean your smartphone model, that when you mention that you are going to do GEMBA, you do not say anything about your face and when you notice MUDA it is not related to boredom at work . Do not worry. You weren’t the only one who had such doubts.
Volatility appears, a predetermined order is changed and disturbed by unexpected events, this has been happening around us for years.
Variability naturally leads to insecurity which affects our confidence but also leads to finding new opportunities for those who find a new chance for themselves.
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If you put money in a drawer, it will lose value. If you invest well, it can bring you a high return on investment. Depending on how well you are familiar with finances and you know various investment options, well invested PLN 100 can bring you PLN 107, PLN 200, PLN 1,000 or PLN 10,000. People who know a lot about finance and investing know the possibilities of investing in real estate, stocks on the stock market, in their own business or in savings deposits in a bank account. In today’s article, I will introduce you to one of the ways of investing with the highest ROI, i.e. the return on investment in the coaching process. Thus, I will explain you what ROI is and why investing in business coaching – with business coaches from our ecoCoach team – brings the highest ROI and is a very popular method of investing in the USA by both individuals and companies.
Turquoise organizations are a model of creating companies more and more often used by entrepreneurs. Increasingly chosen both in large and small companies. In the book “Working differently” Frederic Laloux described the turquoise management model as the highest stage in organizational management consciousness. Besides the “Evolutionary Turquoise” there are four other “colors of the organization” – that is the organizational cultures of the company, but described as the most innovative and future-oriented. While in classic management we deal with a hierarchical system, in turquoise organizations we distinguish three pillars – self-management, striving for wholeness and an evolutionary goal. After Frederic Laloux published Working Differently, it turned out that many more leaders and companies were creating organizations using self-management practices. Such people were, among others, Marek Wzorek, who at igus Sp. z o.o. as the president of the management board, he co-founded an organization based on a non-hierarchical Solar System as the company’s organizational structure. By gathering my own experience and by talking to many other self-management practices, such as Ruben Timmerman, Jan Zborowski, Rahim Blak or Frank Blase, Marek Wzorek described his own experience in self-management and other practitioners in the book “From hierarchy to turquoise, or how to manage in the 21st century”. In this article, we are going to look at the first pillar of teal organizations – self-management. What is self-management, or how can a company function based on mutual relations?
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Delegating tasks within an organization is a key skill that increases the company’s productivity. It is the delegation of a task and responsibility for it to other people in order to increase productivity and save time for other important tasks. In short, it is simply outsourcing your work to others to achieve better results. However, it often happens that managers do not do it due to low trust in people to whom they could delegate tasks and the belief that they themselves are best able to perform a given activity. Delegating tasks is directly related to sharing responsibility for them.
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