Coaching of company

the definition of the coaching

The coaching is a contractual relation which leads the person to reconsider her point of view on itself, on the others and its situation. In the coaching, the coach works out the solution with coaché which is invited to assume its own choices: beginning with the end, it preserves the decision to act. The purpose of the coaching is coaché essential of responsabiliser.

levels of interventions of the coach

  • environment of coaché

The work of the coach will be focused on the policies of the company, the structures and the culture of the company.

  • the function of coaché

This level corresponds to a title, a place in a flow chart, the definition of budget, etc

  • behaviors of coaché

It integrates all that is communication, capacity of listening, reception of the others. But also of the beliefs, values concerning oneself, the others, the life of the company and the world. It is able to be called into question.

  • the major psychology of coaché

It relates to early childhood, the unconscious one, the parental figures. This part of the person is central and the coach has neither the right nor the means of touching there directly.

  • “the prince or the princess”

It is the positive intimate part which is in each human being, beyond all blockings and defense systems. By touching this part, the coach mobilizes at its customer an infinite energy.

the coaching of team

  • the “collection of individuals” it is:

a team made up individuals centered on their competence, their function, their own performance: egoistic logic, without real division enters the people. The interests not being converging the members of the team do not open with the others.

  • the “group interdependent” it is:

a team which optimizes her decisions and is able to integrate logics of different actors: solidarity develops, as well as a reciprocal listening testifying to a capacity to exceed the divergent points of view.

  • “the powerful team” it is:

the actors who are aware of their identity and the need for their complementarity to be able to build a common vision. The “training” of a team passes by a specific work on the positioning of the “captain” of the team.

Coacher the head of company

The simple fact that the team knows that her " boss" is coaché, which implies that this last agrees itself to be called into question, gives confidence to the group and justifies it with going from before on the way of its own change.

  • To build the action plan

To decide actions which will initiate the accompaniment in situation. “Which are the realistic options? ”; “Which are their respective advantages and their disadvantages? ”; “Which will we retain? ”; “With what do we start and how can us imagine the continuation of work? ”

  • To reinforce the capacity of action

The guide helps coaché to widen and to enrich its vision, it supports it by developing its capacities of training.

The experiment of the coaching watch which it is possible to help any individual to adapt new “theories of action”

So that is possible, the coach must help coaché to cross, vis-a-vis the need for acting, the “green line” which separates fate from the construction of its responsibility.

This advance passes by a succession of stages:

  1. coaché generally starts by denying the problem (I will arrive there you do not worry)

  2. Then it affirms that there is no solution (one can nothing make)
  3. It rejects the problem on the others (is with them to change and not with me)
  4. It questions its capacity to change (OK, it is with me to change but I do not see how I could make)

Sources: Insep Consulting Editions, " Persons in charge carrying direction: Culture and practical of the coaching and the TEAM-building" , Vincent Lenhardt

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