The first Amauta were the Leader-Facilitators of the Incan Empire of the eighth century,  who used dynamic, participative and experiential methodologies to educate the younger generation of the Incan Royal Families.  Our logo (above) was their symbol.


Amauta International, LLC’s precursor, the Neo-Humanist Foundation,  was founded in Bogota, Colombia in the decade of the eighties to help people, organizations and  communities affected by the psychosocial impact of the drug-related violence and natural disasters of that time. 


Our work quickly spread to other countries in Latin America and around the world, where we developed new and culturally relevant models and applications for organizational and leadership development, using Linguistic Empowerment, organizational resilience building , psychosocial intervention in crisis and disaster and team coaching, including relevant modifications of existing models such as Transactional Analysis, Appreciative Inquiry, Emotional Intelligence and Chaordic Transformation.  Currently, Amauta International is headquartered in West Hartford, CT, USA and does Top Management Team Coaching worldwide.


If the Senior Management Teams of your organization are facing a new challenge, or are Initiating a new transformational change process, or want to make better decisions, or need to improve their ability to create new strategies...we can help them unleash their potential. 


EXECUTIVE TEAM COACHING: 


As more and more organizations come to depend upon high-performing functional and transfunctional teams to drive their business and social results,  it has become necessary to complement traditional training and individual coaching with a new team coaching process in order to assure the achievement of meaningful business results.


In just a few sessions, a top management team can greatly increase their ability to:


recognize the value of their experiences, strengths, resources and successes to move beyond conflicts and challenges;

apply learnings from past errors to help themselves and each other.

discover new perspectives and options;

increase mutual trust;

optimize assertive communication (linguistic empowerment, effective feedback and mutual recognition)

further develop emotional intelligence;

improve the efficacy of their team meetings and decision-making;

better synergize their talents;

optimize individual and team resilience;

increase workplace passion;

achieve a better work-life balance;

enjoy and celebrate their successes and their quality of work life.


This process requires an initial facilitation that integrates an understanding of senior team dynamics, application of effective decision-making and synergy-building tools, the appropriate use of appreciative listening and questioning and a solution-focused and results-oriented approach.  We have been working for the last six years with several transnational companies and NGOs in the development and application of such a model which requires only half a day of executive time every 3-6 months, after an initial one-day offsite session.


INITIAL ONE-DAY SESSION (to be adapted to team needs):


1.APPRECIATIVE CHECK-IN: recognizing existing resources and willingness for growth and change.

2.CLARIFYING FRAMEWORK: goals and expectations.

3.SCALING:  self-ranking on where we are as a team, with plenary and sub-group input on where we want to be, what is already working well and what else we need to get there (hot topics).

4.INPUT: Short presentation on prerequisites for successful change (Olalla, 2011): the will to tackle an issue, the appeal of the goal, the confidence in its feasibility and clarity of the first concrete steps.  

5.FUTURE PERFECT:  Sub-Group and Plenary development of a team vision of what will be different, what each person will do differently and how will the differences be noticed.

6.TLTs: Three Little Things that are measurable to move one step toward the vision (Future Perfect) in the next three months.

7.PROCESS OF SELF-MONITORING.

8.CLOSING: observations, learnings and personal (individual) commitments.

QUARTERLY OR SEMI-ANNUAL HALF-DAY FOLLOWUP SESSIONS (adapted to team needs):


1.APPRECIATIVE CHECK-IN: personal and professional milestones since last session.

2.SCALING UPDATE:  what we did well and what we can do more of.

3.NEXT STEPS TOWARD FUTURE PERFECT.

4.EVALUATION AND MODIFICATION OF SELF-MONITORING

5.TEAM-RELEVANT CONTENT EXPANSION (choose one):

PEMEC:  Team Peer Coaching (see attached article)

INDIVIDUAL PEER COACHING: in pairs

SME:  subject matter self-evaluation and application model on one of the following subjects:

Assertiveness

Chaordic Transformation and Change

Communication Styles

Conflict Management

Courageous Conversations

Creative Problem-Solving

Delegation

Emotional Intelligence

Feedback Skills

Influencing Styles

Leadership Styles

Learning Styles

Linguistic Empowerment

Listening Skills

Managing Poor Performers

Meeting Skills

Mentoring Skills

Motivation

Negotiation Skills

Peer Coaching

Presentation Skills

Questioning Skills

Stress Management

Time Management

Transition Curve

Written Communication Skills

TBD by the team.


6.CLOSE AND COMMITMENTS