Team and leadership coaching
Why this service?
Can one be both a « coach » and a « leader »? We believe these words describe different postures, roles and skills. A manager or leader can adapt and take on these postures and roles, drawing on a wide range of skills, but not at the same time.
That is why, when circumstances call for it, occasionally (when taking up a new position, or during another delicate phase) or more regularly (because of a chosen management style, or particular organisational constraints), we facilitate, for you and with you, the running of your team, so that you can fully play your role as a leader.
How do we work?
While an individual coach is above all a mirror for the leader, a team coach supports them in action, in an assumed role of facilitator, for them and with all stakeholders.
We bring you and your team an outside, honest and supportive perspective, facilitation methods and decisive operational support, until a lasting dynamic is (re)established:
- spaces for strategic reflection and sharing of experience;
- operational preparation time;
- moments of collective facilitation;
- productive, participative and engaging seminars.
Three case studies
Non-hierarchical management
In matrix organisations, the leader is usually not the line manager of the members of their « leadership team » (or at least not the only one…).
Solid line or dotted line, functional coordination, input into appraisals… so many words and signs showing how complex the leader’s role has become today. Not to mention their own line managers, partners and other stakeholders.
Our contribution
Helping the leader set objectives and priorities, steer their implementation, coordinate the contributions of their « team » (adapting its scope to circumstances), facilitate moments of sharing and collective work, including in times of high tension, and supporting each person, as needed, in their own role as manager or leader.
After the merger…
Teams are often mobilised, out of habit or convenience, by pointing to a « competitor », an « adversary », or even an « enemy ».
So what happens when, by the chance of corporate life, yesterday’s enemies find themselves together, « merged » for better and, also, for worse?
Our contribution
Our approach to mobilising people does not rely on naming an enemy but on building on one’s own strengths. We know the consequences of such management styles all the same: we do not recommend them, but we know how to identify and « heal » their effects, by acknowledging them and setting up constructive dynamics that will not erase the past, but will replace it with far more inspiring, contributive and virtuous prospects.
Managing « stakeholders »
Collaboration challenges are not always within one organisation. Sometimes your success depends on the collaborative capacity of an ad hoc « team » made up of representatives of different organisations.
The difficulties then come not only from clashing personal agendas, but also from inter-organisational frictions worthy of Clausewitz.
Our contribution
Revealing and opening up the game of actors, identifying the stakes and perhaps acknowledging that objectives thought to be shared, because left unsaid, are in fact incompatible. Proposing new ways to succeed together but also, sometimes, helping people accept to part ways, so that not everyone loses; while waiting for new opportunities to create value.