2. Turning your leaders into coaches coach.jpg
  • We usually start with some counterintuitive findings on leadership from recent research to help participants explore the world of followership, interdependence, and behaviour change
  • We train leaders to coach with the GROW model (J. Whitmore) working on their own cases, and running "case clinics"
  • We use video taped role plays for practising difficult conversations, and move from get compliance to get commitment
  • We equip participants with hands-on tools and guidelines, help them to learn the differences between coaching, counselling, facilitating and mentoring.
  • The coaching programs can be offered as both stand alone 2 + 1 days programmes, and train the trainer

A major difference between leaders and coaches is that coaches have patience!
 
Over the last 10 years, executive and leadership coaching have earned their legitimacy in most organisations developmental toolkit. We observe three parallel trends in today’s best practices:coaching1.gif
  1. Coaching executives for balance and "grounding in the world"
  2. Turning middle and senior managers into coaches
  3. Demanding more consistency & frameworks from the coaches
1. Coaching executives for balance and grounding

We can help you build a programmatic approach to coaching and provide access to one of the finest pool of international coaches with a solid track record from leading institutions

  •  We use "existential coaching frameworks" based on the works of Viktor Frankl,   Irvin Yalom, James Hillman, Emmy van Deurzen.
  • We help executives to regain a contagious "sense of purpose", tell compelling   stories and help others to create meaning at work.
  • We like to combine this approach with some of the best available personality   inventories to offer a safe and reliable exploration of the world of   personality,motivation and identity.
"Time is the only thing we can own, the rest is borrowed " Seneca
 

      3 Generative coaching for coaches (master class)


We can help your internal and external coaches to enlarge their repertoire and skills portfolio by:coaching2.gif

  • exploring selected existential models, new frameworks and tools (Career Concepts, Appreciative Inquiry, Relational Responsibility)
  • inviting them to engage in a meaningful peer exchange and “case clinic  activities” to broaden their experience base,
  • revisiting their own assumptions and getting peer feedback from videotaped role playing exercises
  • establishing trust and engaging in mutual supervision partnerships
  • building more “programmatic” solutions for your company
"Real coaching requires you to master the paradoxes of simultaneously challenging and supporting, being engaged and detached, leading and pacing, and doing all that with grace, discipline, and a total absence of ego".
 
 
 
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