Luis Carchak, expert in coaching, details three ways of doing coaching and what results can be expected from each of these interventions. “Three possibilities of action that generate very different changes and results and that, in all cases, are also transformative for me”.

Carchak has accumulated more than 6,000 hours of coaching behind it; it has the highest coaching certification, is a Master Certified Coach by the prestigious International Coach Federation (ICF) and carries out its activity in Escuela Europea de Coaching (EEC), where it teaches and directs the Team Coaching Program in Spain, Mexico, Argentina and Chile.

Summarizing the results that can be expected from coaching is, for the expert, an “interesting exercise because there are probably as many opinions as there are coaches. In my case”, answers Luis Carchak, “I would differentiate between the result of individual executive coaching, the result of team coaching and the result of what we want to achieve when we accompany the company to achieve a change in its organizational culture. There are three different levels”.

Luis Carchak: individual coaching

Individual coaching, that which is done behind closed doors between a client and a coach and whose working material is the client’s story, has as a result “to widen the awareness of who we are in relation to others, to put in value what we want for ourselves, for our community, team or company”, according to Luis Carchak.

“Not many professions aim to generate a deep understanding of who we are,” says the coach. “In this sense, I feel privileged, since at the same time that my client knows himself and recognizes the impact his behavior has on the environment, I am enriched along with him as a professional and as a person”.

“The good result of individual coaching is that my client can make decisions in line with achieving his commitments from a different observation of the world and his own capacities”, concludes Luis Carchak, about the complex phenomenon that in coaching manuals and training programs is called observer change .

Luis Carchak and team coaching

If individual coaching is a story, team coaching is a scene from the theatre. Team coaching takes place in the middle of a meeting between the team and its leader , and is attended, “like a fly on the wall”, by a coach who observes live the relationship between people.

“When we talk about teams, for me the result is to understand that one plus one is not two, but three,” explains Luis Carchak. “A team is a system that, when put to work assertively , makes the result much greater than the sum of its parts , because one plus one is not a sum but a new system that surpasses the previous one”.

To achieve this multiplication, says the expert, “it is indispensable that the team is built in an environment of trust, that it abandons the old paradigm of playing at being right and in which clear rules of the game are established to be agreed upon and that they serve to enter into the new paradigm of fast companies”.

The cultural change of an organization

“Talking about cultural change in an organization are big words”, starts Luis Carchak, about this coaching intervention that “implies changing the mindset of a whole set of people in a system of systems” and that therefore involves the change in the person, in the team and in the system almost simultaneously.

” Overcoming the culture of more of the same is not an easy task , since cultural inertia is strong and resists”, maintains Luis Carchak, for whom the difficulties are overcome by understanding how changes in culture are produced and “the reason for the change, with the clear benefit to the organization”.

As recommendations to follow, it is important that the company “sees the future as something that can be designed, plans from the future to the present and, with an ambitious success target, releases everything that is not in line with the vision and aims at the center to win,” explains the coach.

People within the organization’s culture change

” In an organization, a new culture surpasses the previous one , not denying it but embracing it, integrating it in a process of time that must be understood and respected”, explains the expert.

If the first step is to integrate the benefit for the organization, the second is to assume that “this may or may not coincide at first sight with the personal benefit of each of the protagonists,” the coach clarifies.

Therefore, in the process of change of culture “it is key to identify and give visibility to committed people, who generate confidence and who can exert a positive influence on others to accelerate the process of change”, assures Luis Carchak, who encourages to put on top of the table the fears, the resistances and “the reassuring explanations that we sell and buy”.

After years of accompanying companies to change their culture, Luis Carchak encourages “training leaders in a culture open to innovation that generates rules that set the pace for new changes so that, as a team, we can learn quickly from our mistakes.