Why ontological coaching transforms companies

More and more companies are requesting the services of ontological coaching professionals to improve productivity and the work environment in their organizations. Indeed, the importance of ontological coaching as a profession is given by its ability to develop intra- and interpersonal spheres of integration and ontological management, both with people in a private and public work context.

Companies have begun to notice this paradigm shift, to the point that many have already implemented organizational transformation processes, understanding that anything done in favor of employee development has an impact on results.

This change accelerated after the pandemic when it was observed that working in the office was not essential but could be done remotely. Thus, organizations have definitely understood that people cannot be isolated from their other spheres that make them work, as if they were watertight compartments, but rather that work must be integrated with these other spheres of their life. For this, it is increasingly common to integrate training, team buildingsrecreational spaces.

This change accelerated after the pandemic when it was observed that working in the office was not essential but could be done remotely.

This turning point, which is revolutionizing the world of work, puts more and more emphasis on so-called soft, relational or general skills, which are currently equally or more important than techniques. In this sense, ontological coaching is a profession that allows the acquisition and improvement of related skills such as team leadership, productive communication, the ability to overcome conflicts, emotional management, among others.

It should be clarified that ontological coaching is not characterized by advice or recipe, because it respects the particular way in which each person or organization relates to their reality. However, it allows us to identify the emotions in which we find ourselves on a recurring basis and realize what benefits us and what does not help us achieve the goals we set for ourselves. These contributions are, without a doubt, valuable material for any business leader, manager or sector manager who leads work teams.

In other words, the ontological coach helps organizations to empower the people who make up the different work teams, recognizing the conversations impacted by the culture in which they take place and of which they are unaware. These conversations generate an emotional circle that becomes the organizational climate. Said circle is recursive and the conversations are the consequence of a previous emotion and they generate a new emotion or reinforce the existing one.

Ontological coaching is not characterized by advising or giving recipes, since it respects the particular way in which each person or organization relates to their reality.

When the work environment takes place in an enriched context, it generates productive conversations where active listening predominates and the possibility of dialogues that empowers its protagonists. On the contrary, when this is not the case, conversations become disputes over knowledge, where words are not used as bridges, but rather as swords, seeking dialectical “victory”.

In these cases, the purpose of communication is lost, which is to establish a network of conversations to coordinate actions (Communication – Common Action) and becomes, as José Saramago puts it, “an attempt to colonize the ‘other “. prefer to be right before the results.

Finally, it is important to emphasize that the so-called “work climate”, which is usually measured in companies, is the consequence, the reflection of the organizational culture; when this is not what the company wants to have, it must review and work on the culture, not on the climate. A change in culture will change the climate; not the opposite.

The ontological coach allows a work team to distinguish the obstacles and develop the potential that underlies any organization. In parallel, ontological coaching makes it possible to reaffirm the purpose of the organization, to put into practice its founding values ​​(or to convert them according to the stage where the company is), towards a model of productive management, understanding that the organization It is not just an organizational chart, but a group of people in management, both personal and relational.

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