Is it possible to be at the same time “coach” and “leader”? We believe that these two words describe different postures, roles and different competences. And if it is possible to a “manager”, or a “leader”, to adapt him/herself, and to adopt these postures and roles, using in these situations a broad spectrum of competences, he/she cannot do it at the same time.
This is why, when the circumstances require it, punctually (when taking a new position, or for another delicate time), or more regularly, because of an assumed managerial style, or due to specific organisational constraints, we facilitate, for you and with you, the animation of your team, to allow you to fully hold this role of “leader”.
When the individual “coach” is above all a mirror for the leader, the “team’s coach” supports him/her on the field, in an assumed role of facilitator, for him/her and with all the stakeholders.
Thus we provide you, and your team, an external, sincere and benevolent glance, methods of facilitation, and a decisive operational support, for the time of (re)installing a perennial dynamic:
- spaces for strategic thinking and experience sharing;
- times for operational preparation;
- moments of collective facilitation;
- facilitation of productive, participative, engaging workshops.
In matrix organizations, most of the time, the manager has no hierarchical « power » on the members of its “leadership team” (or in any case, he/she’s not the only one…)
Relationships in “plain line” or “dotted line”, functional management, only advices on annual assessments… so many words or signs which illustrate the complexity of “leadership” today.
And we don’t forget also its own “hierarchical” managers, partners and other “stakeholders”.
Our contributions: to help the leader to express his objectives and priorities, monitor the implementation, manage the contributions of his/her “team” (by adapting the perimeter to the circumstances), to facilitate the times of sharing and of collective work, including in sensitive times, and also to support, punctually, and according to the needs, the action of every one, in its own role of manager/leader.
Teams are often mobilized, by habit or easiness, through the designation of a “competitor”, sometimes an “adversary”, or even an “enemy”. But when, due to the companies’ life, the enemies of yesterday find themselves joined together, “merged” for best and, also, the worst, what happen then… ?
Our approach of people mobilization doesn’t rely on the designation of an enemy but, rather, on the promotion of the own assets. Nevertheless, we are not unaware of the consequences of such modes of management: this is why we do not recommend them. But we also know to identify them and how to “cure” the effects : by taking into account the past, and implementing constructive dynamics which will not delete the past, but will propose much more filling perspectives, with enthusiasm, contribution and virtuous practices.
The challenges of collaboration are not always intra-organisational. Sometimes, your success is also based on the collaborative capacity of an ad hoc “team” – composed by representatives of various organizations. Consequently, the difficulties are not only those of possible conflicts between personal agendas, but also of inter-organisational clausevitzian “frictions”.
Our contribution: to reveal and open the game between stakeholders, to identify the challenges and sometimes reveal the conflicts between objectives which everyone believed, without questions, to be shared. To propose new methods of collective success and also, sometimes, lead to a accepted separation, avoiding therefore to lose all; while waiting for new opportunities to create an added value.