Coaching

Each coaching pathway is based on a tripartite: coachee – sponsor – coach.

The sponsor is often the manager of the coachee, who must develop and/or strengthen his/her skills. The coach is informed by the sponsor of the objectives to be reached with the coachee. A first appointment, called ‘chemistry meeting’, allows the coach and the coachee to get to know each other and to check if the good match occurs between the two parties.

Once all three parties have approved the goals, the coaching path can start. This one begins with a personality test – Sigmund Potential.

The results of this normative test represent a key contribution and allow to focus on personal and precise criteria in order to acquire new skills.

The coaching course includes 5 sessions of approximately 1h30 and is based on the GROW principles (Goal – Reality – Opportunies – Will) as stated by John Whitmore. The time between two sessions is on average 3 weeks.

At the end of the 5th session, a conclusion meeting is organized. The person being coached is ready to take charge of his/her new responsibilities/challenges with confidence.

We help teams develop new habits that will allow them to be more productive. We view collective intelligence as an underlying methodology that helps people work together in a new way, unlocking the group’s potential and achieving superior results.

• Through collective intelligence facilitation, we create with the team a “safe and secure” environment, ensuring the inclusion of all participants and high-quality exchanges between group members.

Team coaching can be considered when, for example, a new team is created.

A team coaching trip is defined in collaboration with the client. It includes 5 half-day coaching sessions with an average of 3 weeks between each intervention.

The coaching is based on the Tuckman model, which describes 4 typical phases encountered during the construction of a team: Training – Tensions – Standardization – Execution.

When the team has gone through the different stages, it increases its chances of success.

Team coaching is highly appreciated by existing teams that encounter specific problems: lack of motivation, lack of trust, poor decision-making or lack of a clear vision.

When teams encounter highly emotional situations, we propose the “double-turn” methodology in order to identify constructive solutions and an action plan that wins everyone’s support.

New learnings are often welcomed with enthusiasm. However, once the training path is over, the field transfer can sometimes be complicated. Some people easily return to their old habits. This is where the main added value of coaching in the field lies.

We help teams create new habits. Typically, collective intelligence and collaborative leadership call for a “shift” from old habits to new ones.

We coach both the leader and his team when they organise their meetings. We act as a “sounding board” to check that the tools chosen are appropriate and serve to meet the objectives of the team.

A coaching program includes 2 to 5 meetings. It immediately follows the training path.

We help the team adopt the right posture to increase productivity, encourage innovation and support decision-making.

This type of coaching leads to a strong team cohesion and leads to a higher degree of emotional intelligence, nourishing the collective intelligence. The circle is complete.

Professional co-development is a collective learning approach that, based on real-life situations experienced by the participants, allows everyone to be more effective in their job and the group to develop their own collective intelligence.

A co-development group brings together colleagues (6 to 12 participants) who share similar issues and who have the same managerial level (or who have followed the same training), supported by a facilitator trained in the method. They meet, on average, 2 to 3 hours per month for 6 to 12 months.

Each participant will take on the role of client or consultant.

Each session (+/- 2 hours) is divided into 6 stages:

1. The client presents his concern, his problem or his project.
2. One by one, the consultants ask clarification questions.
3. A contract concerning the objectives of the consultation is defined and validated by the client.
4. The consultants share similar experiences, ask questions in order to provoke reflection from the client, act as a mirror and provide practical suggestions.
5. The client writes a summary and defines an action plan.
6. The client and the consultants learn from the session.

The role of the facilitator includes 4 aspects:

1. It guarantees the respect of the methodology.
2. He ensures that the confidentiality and integrity of the client are respected.
3. Before the sessions, he formalises the request of the client to facilitate the interactions.
4. He may suggest additional training modules if needed.