Coaching

As part of our business, we regularly conduct coaching missions to address several issues such as:

• Professionalising the managers with regard to the company processes
• Harmonising the culture in case of merger or in an extended enterprise environment
• Helping during the assumption of duties for managers and project managers
• Conducting change Management actions with important HR impact: Lean initiatives, process reengineering...

Ethics

During our coaching missions we are attached to the following ethical principles:

• Professional topics
  The coach cannot handle topics involving the private life of the coachee. His mission is limited to the professional behaviour.
• Confidentiality
  The coach guarantees professional confidentiality (what is said between the coach and the coachee is kept secret)
• Respect towards individuals
  The coach is not allowed to influence the coachee
• Responsibility
  The responsibility of making decisions and carrying out actions is left to the coachee
• Presentation of the coaching results
  The coach commits himself to present factual results to the principal, while respecting the professional confidentiality
• Context
  The coach takes into consideration the business, the processes, the culture and the constraints of the coachee's organisation

Methodology

In order to conduct our coaching missions, we rely on a customized and flexible methodology:

• The coaching may start with a 360° feedback diagnosis
• The coaching is systematically based on a coaching contract between the coach, the coachee and the coachee's manager. This document states the progress guidelines and their application fields. It serves as a basis for the final report at the end of the coaching period
• The training plan can also specify complementary coaching sessions "a la carte".

Logistics

Given that each case is unique, logistics are adaptable according to the context, the objectives and the availability of the coachee. Here is an example:

• 2-hour meetings
• 4 meetings, separated by 4 to 5 weeks
• A list of actions to be done between 2 appointments. Debriefing during the meetings 
• Possibility of complementary modules, "a la carte"

Examples

With one of our clients, we identified the professionalization of the managers as one of the major progress guidelines. We decided together to bring up all the managers to a homogeneous level in terms of skills and management behaviour. In order to achieve this objective, two axes were identified: training and coaching.

The training axis resulted in sharing a common vocabulary and a common comprehension of the manager's role.

The coaching axis allowed an individual derivation of the management repository rules:

• The manager as an institutional actor
  • Derive the company strategy and report one's results
  • Run the progress approach
  • Apply and enforce the rules
• The manager as a Team Leader
  • Organise and plan
  • Listen, inform, exchange, promote one's resources
  • Capitalise and harmonise business practices
• The manager as an actor of the matrix organisation
  • Work with other departments according to the processes
  • Decide after transversal cooperation