Services

In VG & Associates we offer Training and Consulting services:

Most of us tend to consider work as part of human nature. However, work -as perceived nowadays- is a cultural phenomenon that mut be learnt. In the same way we have incorporated new concepts and strategies, or know how, we must also learn how learn how to do the required tasks.

Learning to work implies, among other things, learning to interact with the other and learning to respect the other. Nowadays, it becomes vital to understand the emotions that working produces in us, and the emotions that it produces in the other.

It is also important to understand work environments as something different from our home.

In VG & Asociates we:

We help companies revise their internal training processes, detect training needs and design tailor-made plans.

We train leaders with Knowledge Management (KM) and coaching tools that facilitate organizational learning.

We measure results because as the saying goes “When performance is measured, performance improves”.

We provide:

Work meetings to strengthen and upgrade the capabilities of the individual in the role.
The cognitive and conceptual tools required to perform the level of task complexity of their specific managerial role.
Several ways to rely on internal resources rather than resorting to external ones.

INDIVIDUAL-IN-ROLE

We help individuals acquire the necessary skills and capabilities required for the managerial role to ensure maximum efficiency in practice.

In VG & Associates we work in two areas: The F,O.C o higher Middle Management and Lower Middle Management.

In this workspace we address those changes and and challenges that the F.O.C faces as the company grows.

We focus on three factors that despite not having an explicit differential economic or financial value, they are decisive for the growth and vitality of the company in the short and long term:

The ‘metamorphosis’ of the F.O.C that refers to the changes in roles and functions that the F.O.C goes through as the company grows.
The climate and organizational culture as the company grows.
The real and potential capability of Leaders and Team Members. This perspective rests on the assumption that people want to have the opportunity to realize their real capability.

VG & Associates we enjoy collaborating with people in the changes of roles and functions within the organization so that they can establish themselves in their position and apply the maximum of their capacity.

COACHING AND TRAINING

We draw on the assumption that despite the current increasingly complex forms of work, our way of thinking about work remains the same as before and responds, in general, to almost non-existent models.

BE THE LEADER YOU WANT TO BE

The implementation of the organizational Device “Be the leader you want to be” aims to achieve:

Greater interaction and communication between peers to improve organizational climate.
Awareness regarding achievements and challenges ahead.
Consolidation of a critical and constructive view of decision-making processes: who decides what, when and how.
Reduction of the gap between implicit and explicit knowledge.
Elaboration of strategies for the achievement of goals and completion of tasks.

BUILDING TEAMWORK

The Organizational Device Building Teamwork aims at the development of the current and potential applied capabilities of the individuals. We collaborate with Leaders in their process of personal and professional growth.

This time devoted to understanding the complexity of the role help people think and design new forms of work, rather than simply following old models.

Greater awareness regarding the notions and beliefs that have an influence in our daily work contributes to the increment of the current applied capabilities f the individuals.

CONFLICT MANAGEMENT

This organizational Device will help you revise old concepts rooted in your daily work life to find and develop new skills in the work team.

The proposal aims at is to work together to:

Analyze, define and classify problems.
Detect recurring problems and develop avoidance strategies.
Reflect upon problem-solving processes that include various stages and criteria.
Reflect upon problem-solving processes that include various stages and criteria.

EXPERIENCES

VMZ* Case

Leadership development

When setting goals, we set ourselves 3 main objectives:

Create common criteria about what it means to be a good leader at VMZ.
Detail the list of those resources (cognitive, emotional, etc.) necessary to be a good leader.
Connect the results of this project with the company’s expectations. regarding the role of the leaders and extend it to the members od the teams they lead.

As stated by the participants, our intervention helped them to:

Value the workspace as a place where individualities are respected.
Have the necessary resources to be able to put together lines of action regarding where they want to go.
Create a space to share experiences and problems and to listen to the issues that arouse concern.
Take advantage of this space to focus on matters related to progress made.
Put ideas into words: work on basic guidelines regarding what to be a leader entails.

Our method is based on daily interaction and the best use of the resources that the company already has.

TESTIMONY

“From my colleagues I learned about work methodology, problem solving approaches and decision-making processes”.

“The meetings with Verónica helped me see how important it is to use soft skills to understand conflicts at work” Sebastián. VMZ

“The biggest learning was to see in my colleagues the resilience capacity”.

SNC* Case

Referees Development

Our direct intervention method in SNC set to:

Examine what it means to be a good Refereee and what it means to be a good Referee at SNC.
Create a space for the socialization of technical knowledge. Based on the assumption that everyone can become a ‘Trainer Referee’ if they share and facilitate their expertise with their colleagues.
Visualize Referees’ expectations in terms of indicators or standards so that they are not understood as ‘individual wishes’.
Develop appropriate strategies to reach the intended results efficiently and effectively.
Prepare a communication plan that includes a) the frequency with which each type of information is communicated; b) the most effective means of communication: through emails, meetings or ppt, among others; c) efficient and effective forms of writing.

After a joint development process, we achieve solidity and sustainability in two dimensions that are crucial for the company’s professional development and growth: the understanding of the roles and the review of those concepts and beliefs that are still invisible but still shape the daily work life and have a strong impact on decision-making processes.

Concepts applied:

People´s Potential Capability refers to the amount of complexity that workers can handle when they make a decision.
The Time Span: it describes the longest-running assignment. The longer the time span, the greater the amount of “felt-fair pay” is appropriate to earn.

TESTIMONY I

“There is something that is crucial at work: they need to keep learning.”

TESTIMONY II

“Not only when we have to delegate, it is also very rewarding to see how we our own capability is being applied.” – Mauro, SNC

CPC* Case

Learning to be a Manager

At VG & Associates we work alongside Managers to help them develop the training and skills necessary for their new position. We set the following goals:

Teach and Learn how to:

Be a Manager
Delegate
Focus on tasks and objectives
Think about the social and emotional competences implied in the position of Manager

When the training process ended, the participants were able to build their first Management Tools:

Definition of territory and responsibilities.
Position themselves as facilitator of resources and not as solver of other people’s problems.
Identification of those tasks where their work added value.
Change from the direct-action method ‘let me do it’for the interaction strategy through the word