Leadership Archives

Cultivating a growth mindset: The power of TRIPA coaching

05/06/2023 By Alexis del Río

Developing a growth mindset is a key focus of TRIPA Coaching. It uses self-assessments, personalized coaching, and self-coaching tools. These tools help individuals understand their beliefs, attitudes, and thought patterns. Recognizing and challenging limiting beliefs is key. TRIPA Coaching guides individuals to a growth-oriented mindset. This mindset embraces challenges, seeks learning opportunities, and persists against obstacles.

TRIPA Coaching is not just a tool, it’s a companion for your journey toward personal and professional growth. It empowers you to embrace challenges, nurture a growth mindset, and ultimately unlock your true potential.

Fostering a growth mindset

Enhancing self-awareness and Emotional Intelligence (EQ)

TRIPA Coaching enhances self-awareness and emotional intelligence. These two components are vital for personal growth. TRIPA delves into behavioral insights and values alignment. This way, individuals understand their strengths, weaknesses, and emotions better. Greater self-awareness helps individuals manage their emotions effectively. In addition, it improves relationships and communication skills. With TRIPA Coaching, individuals develop essential self-awareness. This awareness propels personal growth and successful interactions.

Setting goals and promoting accountability

Setting meaningful goals is critical for personal growth. TRIPA Coaching supports individuals in this aspect. Coaches guide and support individuals in setting ambitious but attainable goals. These goals align with their values and aspirations. Coaches provide guidance, support, and accountability throughout the goal-setting process. Regular check-ins and progress tracking keep individuals focused. TRIPA Coaching empowers individuals to stay motivated. It helps them take ownership of their personal and professional development.

Promoting self-reflection and lifelong learning

TRIPA Coaching encourages self-reflection and continuous learning. Individuals can reflect on their experiences, evaluate progress, and identify growth areas. Access to resources like articles, videos, and recommended readings expands knowledge and skills. It also helps individuals adapt, evolve, and thrive by fostering a habit of self-reflection and continuous learning.

Building resilience and overcoming limiting beliefs

TRIPA Coaching empowers individuals to overcome limiting beliefs. It helps build resilience. Coaches work closely with individuals to challenge self-doubt, fears, and negative thought patterns. TRIPA Coaching provides guidance and support to develop strategies. These strategies overcome obstacles and bounce back from setbacks. They cultivate a mindset of resilience and determination.

By leveraging TRIPA Coaching, individuals unlock their potential. They develop a growth mindset and achieve personal and professional growth. Combining self-awareness, goal-setting, continuous learning, and resilience-building is powerful. It helps individuals embrace challenges, continuous improvement, and achieve their goals. TRIPA Coaching empowers individuals to take control of their growth journey. It allows them to embrace new possibilities and create a fulfilling and successful life.

TRIPA Coaching equips individuals with the tools and support to foster a growth mindset. It helps achieve personal and professional growth. Self-reflection, goal-setting, self-awareness, and resilience-building are vital. They unlock potential, embrace challenges, and help individuals thrive. With TRIPA Coaching as a guide, individuals embark on a transformative journey toward a growth mindset. As a result, they unlock their true potential.

For further insights on fostering a growth mindset within your team, you might find our article ‘Cultivating a culture of growth mindset‘ interesting.

Eight fundamental competencies required to overcome adversity

01/04/2023 By Alexis del Río

In 1961, NASA obtained the IBM 7090 mainframe that enhanced the speed and efficiency of calculations made by human computers. One of these human computers was Dorothy Vaughan, who eventually became the supervisor of a team of African-American women after teaching herself to troubleshoot the IBM 7090 mainframe when IBM engineers struggled to start it up.

Fast forward to the present day, when the COVID-19 pandemic has disrupted social patterns and systems, leading to changes in the marketplace and accelerated use of new technologies. The pandemic has also brought about psychological challenges for impacted individuals and families, and the societal impact has resulted in the emergence of new systems. However, predicting the post-COVID-19 landscape and future norms is challenging. The pandemic’s actual costs are incalculable, and momentary trends and patterns only glimpse the longer-term costs. While inclusiveness, wealth gaps, and social justice will likely be persistent issues, the specifics and details of the post-COVID-19 world are still uncertain.

In navigating and persevering through uncertain times like the current pandemic, there are essential competencies that successful individuals possess.

Based on my observations, research, and professional experience working with executive leaders for the United Nations Peacekeeping and Political operations, I have identified the following traits as crucial:

Emotional self-awareness: The capacity to identify and skillfully align our perceptions, emotions, and feelings to avoid affecting our performance and relationships. Individuals with high emotional self-awareness can better adapt to changing circumstances, exhibit greater self-control, and demonstrate an understanding of how their emotions can impact those around them.

Impulse control: The psychological ability or degree to manage urges for immediate gratification (pleasure and the effect of emotions). Our degree of impulse control may be the top indicator of our adaptability, including our ability to develop relationships, school/work performance, and future employment.

Grit: The mental drive, courage, passion, perseverance, and strength to work through difficult situations and achieve our objectives. Grit is a non-cognitive trait based on an individual’s character and is usually exhibited during extreme adversity. A person with true grit is determined to work through difficult situations to achieve their objective.

Perseverance: The ability determination to continue despite adverse circumstances and consistently steadfastness in facing obstacles or challenges. Perseverance helps individuals achieve their main objectives despite the odds. These traits are exhibited by those who have found their purpose.

Resilience: A resilient person has the mental drive, emotional strength, and good behavior to quickly cope with a crisis and return to pre-crisis psychological states, with a surplus of positivity that allows individuals to spend it without concern about running out.

Reality testing: Enables us to see and assess circumstances and situations as they are rather than as we would like them to be. It involves paying attention to cues, searching for evidence to confirm, estimate our emotions, and justifying, denying, and supporting feelings, perceptions, or intuitive thoughts. Reality contributes to how we assess our reality and make decisions.

Self-actualization: The ability to pursue growth and improve oneself and pursue growth while working on your life purpose. As presented in Maslow’s Hierarchy of needs, which illustrates various needs that motivate human behavior, self-actualization is at the top of the pyramid. It enables an individual’s full acceptance of themselves and others as they are. People who achieve a high degree of self-actualization understand their values, basics, and psychological (intimate relationships, friends, prestige, and feeling of accomplishment) requirements and engage in creative activities that maximize their full potential.

Stress tolerance: The ability to remain calm, focused, and positive despite a constant bombardment of emotion while facing adverse circumstances.

As we navigate the uncertain and rapidly changing landscape of the post-COVID-19 world, possessing these competencies can help individuals persevere and succeed. The ability to remain calm, focused, and positive despite a constant bombardment of emotions while facing adverse circumstances is critical to stress tolerance. By developing these traits, individuals can better adapt to change, manage their emotions, and maintain a positive outlook even in the most challenging times.

Why do some high performers fail in managerial roles?

12/01/2023 By Alexis del Río

Whether you work in the private or public sector, you have seen many top performers underperform upon promotion to a managerial position.

Why do these top performers fail as managers?

Frequently, these individuals focus primarily on administrative tasks to provide weekly and monthly reports. This approach sets these top performers on a course of failure.

The reasons may vary from person to person and from organization to organization; one can lack organizational succession preparedness and individual self-awareness, or a combination of multiple factors may apply.

Many organizations and managers promote their best employees without equipping them to take on new roles. Some organizations, by default, and based on the skills demonstrated in the previous position, assume that top performers have the competencies to manage and provide little management training. Frequently, these individuals focus primarily on administrative tasks to provide weekly and monthly reports. Unfortunately, this approach sets these top performers on a course of failure.

A couple of years ago, I spoke with a former colleague whose company enrolled him in a succession plan to shadow a top executive. His succession preparation took one-plus years of leadership and management training while performing his day-to-day functions/role. In addition, the company required him to develop the competencies and skills needed for the position. Recently, he was promoted to a senior leadership role.

An organization without a succession plan may suffer irreparable damage if it fails to foresee or adequately fill a gap left by emerging business needs and the departure of a key player. A well-crafted succession plan helps ensure your organization is prepared and ready to deploy the right leaders and managers. Leaders and HR organizations should anticipate and implement methodologies and tools to identify and assess internal competencies and employees’ potential to assume new leadership roles. Yet, we see many being more reactive than proactive.

Effective team development

Managers in all fields and levels must be agile in developing and acquiring the complementary competencies and skills needed to lead team members.

Most new managers join teams and inherit skills available by the existing workforce. Some prefer to develop their team from the ground up, and others must assimilate into the current workforce and strengthen skills that are from their team. While the managerial toolkit includes problem-solving, decision-making, technical skills, functional expertise, interpersonal skills, and self-awareness, incoming managers must simultaneously and quickly identify, assess, develop, and incorporate these skills within their teams.

New managers self-awareness

Individuals who assume managerial functions should understand themselves and the immediate work environment, including external driving forces, as this will help them coach and efficiently and effectively lead their team.

Managers must be fully able to identify, interpret, and regulate their behavior and understand their impact on others. Therefore, self-awareness is a prerequisite competency for successful performance in a managerial role. For this reason, individuals who assume managerial functions should understand themselves and the immediate work environment, including external driving forces, as this will help them coach and efficiently and effectively lead their team.

Low productivity, a frustrated workforce, and a high turnover rate are a few problems that arise due to poor management and leadership. Therefore, leaders and organizations must generally develop an environment conducive to self-awareness and invest in resources to help managers strengthen a growth mindset that pays forward to increase the pool of high performers.

Setting up yourself for success in a management role

The below points are recommendations and not a prescription.

1. Encourage your organization’s leadership to cultivate principles, values, and competencies that maximize the productivity of its workforce in performed roles. Principles, values, and competencies should be a fundamental part of an organization’s culture to achieve greatness at the individual and byproduct at the organizational level.

2. Align candidates’ and employees’ innate talents to corresponding responsibilities. It is the simplest way to increase peak performance in any employee as friction with the role and individual inborn talents are minimum to no existing.

3. Motivate new managers to enhance their performance through self-awareness. People with a high level of self-awareness can seize opportunities to be more effective while being aware of their blind spots.

4. Emphasize the importance of specific soft and hard skills to succeed in the new role and provide training where gaps exist. Hard skills such as technical knowledge to perform a particular task is less effective in an environment where collaboration is paramount. The individual needing more soft skills such as communication, time management, and critical thinking, to mention a few, can create unnecessary conflict and reduce productivity. Conversely, individuals with strong soft and hard skills increase their chances of succeeding as managers.

5. Be aware of ADD (Attention Deficit Disorder), which could affect top performers. People with ADD display patterns such as losing track of time, inattention, and distractibility, and sometimes display difficulty regulating their emotions.

6. Encourage new managers to value two-way communication (i.e., listening vs. talking). While some people are inclined to interact with others and share their opinions, new managers should provide an environment where team members can express themselves and be heard.

7. Pay attention to the new manager’s administrative overload. It may be an indication of ineffective delegation.

Tag: Leadership