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Counsellor Strategy To Guide A Company

The Board of Directors had seen its relevance increase in recent years. The complexity and interconnection of risks, competition at a global level, or the greater demands on the part of interest groups, society, and workers marked the agenda of a key body for companies. But the emergence of COVID-19 has represented a turning point: an unexpected risk, an unprecedented crisis, and an uncertain outcome that make the work of the counselors exceptionally complex.

The agenda has become marked by the need to make short-term decisions, with the aim of surviving here and now, but without stopping looking at the medium term. Move from the reaction to the new reality based on different scenarios, adapting the strategy as the crisis evolves. All of this with meetings that are now being held electronically, and that requires managing the information, the times, and the participation of all the directors.

Throughout the event, the keys that should guide the Council’s strategy to advance from a reaction phase were revealed, in which the priority is to ensure the health and well-being of people in the transition to the new reality, in which the objective becomes to take advantage of the opportunities and bet on growth.


Since the beginning of the crisis, people have been at the center of decision-making. The severity of the pandemic and the confinement measures meant that the Council’s decision-making was marked by guaranteeing the well-being of the company’s employees, from implementing teleworking in record time in all cases where possible, to monitoring and support during the crisis, with leadership as the most relevant value. Communication, especially appreciated when it comes from the chief executive, has been instrumental in this process.


Given the severity of the crisis, the second priority for companies, and as a consequence, it is closely followed by the Board, is liquidity. Maintaining the activity of the company and guaranteeing cash flow is especially complex in such a complex environment. The directors have been working based on possible scenarios, developing contingency plans appropriate to each of them.


Precisely, the COVID-19 pandemic has accelerated the digitization processes of companies, which have relied on new technologies to guarantee the continuity of their business. The changes that have occurred in aspects such as employee management, customer relations, or communication with shareholders and stakeholders will be part of the corporate day from now on.


In times of crisis, employee talent is a key asset for creating value. In recent years, companies are betting on diversifying this talent, and the Council has been one of the areas in which this effort has been most visible. Having directors of different profiles and origins allows “understanding the geopolitics of management, the social, political and cultural keys of each of each country, which the planet is interdependent, as the health crisis has shown.”…

Personal Qualities Of A Good Counselor

The counselor is an instrument of change, and the perception that the client has of him is more important than his methods or theories. Therefore it is important that you have a personality that generates trust, respect, support, and freedom.


Encouraging: that fosters hope and promotes the client’s potential for growth and development. You must believe and convey that each client has the potential to change and fulfill.


Artistic: that is sensitive and responsible and, at the same time, creative and flexible that he adapts to the needs of his client and shows him humanity and closeness when he expresses his feelings.


Emotional stability: be aware that your clients could have serious mental health problems, and it is necessary to avoid creating confusion and insecurities. A counselor never uses a client to solve her own problems.


Empathetic: being sensitive to the client’s emotional states, being able to communicate and understand them to encourage the client to take on their life. Empathy is the ability to feel with and like the client, to enter the client’s world, and understand their perceptions of reality.


Self-knowledge: having knowledge of their own limits and needs. You must take the time to think and reflect on yourself and your life.


Open: freely communicate your thoughts and feelings to help the client open up. The counselor’s openness allows the client to open up because he or she perceives that whoever helps him is sincere. A counselor is not scandalized by his client but listens to him carefully.


Brave: to recognize that you are imperfect but authentic and competent. A counselor always reveals his own personality and is consistent in his words and actions.


He has a positive image of himself on a personal and professional level and transmits it to his clients. He has the ability to take care of himself, except himself, and seek the good for himself.


Patient: Recognize that the helping process is very complex and requires significant effort to listen and lead a conversation.


Without prejudice: you do not impose your values, beliefs, or ideas on the client but rather commit yourself to help them, enthusing them about life, and transmitting optimism. However, he is able to honestly communicate his own thoughts and feelings.


He is a fulfilled person: he likes what he does and strives to do his best. You have the ability to act here and now in the helping relationship.


Tolerant: in the face of ambiguities or inconsistencies that may occur in the process. A counselor never knows for sure which method is best for his client or what will happen during a session.

Why We Are Better Giving Advice Than Making Decisions On Our Own

Our decision-making skills are often more brilliant when we address other people’s problems than our own. In fact, advising others is a pleasant task that is not affected by the doubts that attack us when the decision concerns us.


This is indicated by the results of a study in the journal Social Psychological & Personality Science with which it has been found that throughout the day, we suffer what is called “ decision fatigue,” a psychological phenomenon produced by the number of options we have to choose or discard during the day and that makes us more vulnerable to indecision.


Lead researchers from the Wisconsin School of Business asked 450 people to complete an online survey that asked them to make decisions about ten different areas and from different perspectives. The participants were divided into random groups in which some had to make the decision for themselves and others for third parties.


What was discovered was that this ” decision fatigue ” disappears when we try to solve another’s problem. As Evan Polman points out, one of the scientists signing the research, “it’s like there’s something fun and liberating about making someone else’s choice.”


The phenomenon of dissociation


From neuroscience, Professor CarmeTimoneda of the University of Girona connects the results of this study with the classic idea that “it is easier to distance ourselves from our emotional feeling when the decision is for someone else. In fact, a technique in psychotherapy called ” dissociation ” is well known.


The “dissociation” consists of trying to “visualize or remember any memory in an associated way, that is, as we lived it at the time. Or in a dissociated way, that is, as if we saw ourselves on a movie screen ”, explains Timoneda.


When we act as advisers to others, “we are usually acting dissociatively because we always contemplate their reality from the outside,” he explains.


And what happens in our brain is that “when we really get an idea of ​​the objective and subjective reality of the other, the prefrontal part of the brain starts to work fully, being able to calibrate pros and cons in the future,” he says.


The brain trap


However, the expert assures that it is very difficult to resort to this technique by oneself “because sometimes, instead of deciding the best option, the limbic system, the part of the brain that regulates emotions, pushes us to the option that most it relieves us at the moment.” But that is not really a decision making because there is no decision without evaluation and assessment of the effects and consequences in the short, medium, and long term that will have one option and not another ”.


Timoneda explains that when we correctly assess a situation, “the prefrontal areas of the brain are the ones that take the helm while the dorsolateral and medial areas are activated to assess the emotional” weight “that the decision implies for the person.”


The best advisor


The person who can be most helpful when making a decision does not necessarily have to be the one who loves us the most of the most empathic. According to the researchers, “someone who cares deeply about others may also suffer from counselingfatigue .”


In general, the best counselor will be ” someone who tends to doubt others, thinks highly of himself, and is impartial in the specific situation.” These types of personalities will put their opinion before the situation of the other, they will find it stimulating to be asked, and precisely that combination can lead them to get the advice right.