FAQ

 

What are the steps involved in coaching a manager?

What does one-on-one coaching mean to you?

What are your ethical principles and what is the framework behind your one-on-one coaching sessions?

What techniques, tools and methodologies do you use when carrying out one-on-one coaching?

What are the 5 most important qualities for a one-on-one coach to have?

What do you contribute to the person you are coaching?

What performance indicators are used to evaluate the success of one-on-one coaching?

Do you work with a network of international coaches?

What are your working languages?

How long does a cycle of one-on-one coaching take on average, and how long and how frequent are the sessions?

Where does one-on-one coaching take place?

How much does coaching cost?

How does team coaching work?

What techniques, tools and methodologies do you use when carrying out team coaching?

In your opinion, what are the 5 most important qualities in a team coach?

What do you contribute to teams?

What, in your opinion, are the main indicators that can be used to demonstrate the value and effectiveness of team coaching?

What is your definition of a leadership team?

What does your pre-coaching diagnosis consist of (do you interview team members)?


 

What are the steps involved in coaching a manager?

We use a systematic structure: Agreement of objectives, contract creation, working based on requirements, working sessions, evaluation.

We also frequently involve the individuals that work with the manager (L+1, their team, etc.). Their level of involvement depends on what the organisation and the person who initially requested the coaching want.
Additional steps that are often, but not always, included: Work on the manager’s vision for themselves and the area they manage, and the articulation of these two visions. Leadership styles are also often examined.

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What does one-on-one coaching mean to you?

In our view, one-on-one coaching means helping someone to take action regarding a change they or their environment want to make. Our approach supports individuals to solve the part of the problem they face as a result of the change and which is preventing them from accomplishing the change themselves.
For us, coaching is first and foremost about believing in the potential of the individual being coached and respecting their individuality. After that, coaching consists of implementing a strategy that gives the individual quicker access to their resources in order to bring out this potential in their everyday life.
This strategy is carried out in the context of a contract-based relationship (objectives, duration, etc.) and in an environment of individuality, gentle interrogation, support and often…humour.
We use different approaches during our sessions depending on the needs of the customer. Our management expertise means that we can provide guidance in this field if necessary. We are always careful, however, not to provide ready-made answers or solutions. We believe that the key lies in the client mobilising themselves to become an agent of their own change, rather than being given ready-made explanations or analysing their situation fully before acting.
We help our clients in their quest to develop new abilities and skills in specific contexts, by reinforcing their capacity for learning and their openness to new resources, by summoning their motivation, flexibility and creativity.

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What are your ethical principles and what is the framework behind your one-on-one coaching?

We follow the principles and the code of ethics set out by the French coaching society (Société Française de Coaching). Joël Brugalières helped to draw up these principles in his role as President between 2003 and 2006.

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What techniques, tools and methodologies do you use when carrying out one-on-one coaching?

We actually play two different roles, depending on what’s needed.
Our first role is that of coach, which involves facilitating the resolution of a problem or the achievement of a specific objective. In this case, we use the tools from the Palo Alto school’s systemic, strategic and interactional approach. These techniques include, for example, questioning, maieutics, work based on objectives or systems of representation, paradoxical interventions, etc.
In our managerial support role we help to develop reflection, to formulate hypotheses or to provide some outside perspective.
In this case we draw from:

  • Various management approaches (systemic leadership, team performance, vision and leadership, working in an intercultural environment, etc.)

  • Our knowledge of the mechanisms of human communication
  • Various approaches to business strategy (school of positioning, school of learning, etc.)
  • Our own management experience
  • The coaching tools described above

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What are the 5 most important qualities for a one-on-one coach to have?

Individuality. Ethics. Technical ability. Strategy. Humour.

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What do you contribute to the person you are coaching?

We help them to simplify that which seems complex, freeing up energy and creativity in particular. We encourage them to find a new path, to change how they are represented, to discover new resources, and to take a step back.

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What performance indicators are used to evaluate the success of one-on-one coaching?

Indicators are agreed in the initial contract and are unique to each coaching situation. We don’t use predefined plans or objectives.

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Do you work with a network of international coaches?

Teamglobalnetwork in New York offer services worldwide.

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What are your working languages?

French (native language)
English
Our teams can also include one or more coaches that speak Polish, Arabic, Italian, Spanish or German.

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How long does a cycle of one-on-one coaching take on average, and how long and how frequent are the sessions?

Each contract is tailored specifically to your needs and resources.
One of the most popular options is a package of 20 hours of coaching spread out over one year. In this case, the sessions last between one and a half and two hours. They take place every 3 to 6 weeks depending on the circumstances. Telephone consultations can be arrange if required.

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Where does one-on-one coaching take place?

The sessions take place in a suitable location outside of the workplace. Our offices are located on the 26th floor of the Montparnasse tower.

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How much does coaching cost?

There’s no one-size-fits-all answer to this question. Coaching is not an “off-the-shelf” product, nor is it a consumable good. Rather it is a service that should be thought of as an investment. Please feel free to call us to get a more definitive answer to this question.

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How does team coaching work?

We tailor our approach fully to each team’s situation, incorporating the requirements and limitations of both the leader and the team. Our sessions are carried out in an atmosphere of respect. They take into account the fun aspects of working together and the enjoyment that teams get from leading their own development process. This makes for a complex but structured process that is both supportive and engaging.
The steps involved are as follows:
Upstream work with the manager: Creation a contract of objectives, methods, conditions for success and failure, etc.
Launch with the team and team leader. Modifying the contract.
Step by step progress using the “stop and go” method.
Interactive diagnosis. We don’t carry out an audit; instead we bring the team members together to carry out a team diagnosis. This has the advantage of not slowing down analysis, of making problem solving more dynamic and of encouraging creativity, etc. Ongoing co-design. The manager and the team are involved at every step in designing the coaching approach. Our goal is to build confidence, to assess and categorise the team’s resources, and to help the team to be independent and to take ownership for the design of the coaching approach. This also helps to reassure the manager by making processes and aims clear to them.
Customised, multi-modal intervention (coaching, training-type approaches if necessary, instructional design, etc.). We have the expertise (or know where to find it) to respond to the various needs that inevitably arise during team coaching.
Continuous assessment. The objective-assessment cycle is ongoing. This allows us to work as closely as possible within the team’s needs, to adjust our approach and to ensure client engagement.
We very often undertake in-depth work on the team’s shared vision in conjunction with our approach to cooperative relationships.

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What techniques, tools and methodologies do you use when carrying out team coaching?

We draw freely from methods such as: Metaplan, story-telling, appreciative enquiry, metaphor tools, world café and other creativity techniques.
During the short but essential breaks, and depending on the team and the context, we also use recreational techniques such as juggling or gentle martial arts techniques.
We also provide an online team performance assessment tool: our TPA (Team Performance Assessment)™.
Finally, the systemic approach, i.e., constructivism and cybernetics or the Palo Alto school, represents for us a coherent theoretical and methodological framework that helps us to get the most out of our resources (personal and collective) in order to achieve our objectives.

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In your opinion, what are the 5 most important qualities in a team coach?

An understanding of group phenomena. The ability to be strategic in a group context. Leadership. Creativity. Ethics and rigour.

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What do you contribute to teams?

We push teams to explore new avenues of performance. We move them towards more fluid and effective relationships. We foster increased creative energy. Collective intelligence. Creativity. The ability to transform conflict into action.

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What, in your opinion, are the main indicators that can be used to demonstrate the value and effectiveness of team coaching?

Indicators are selected and developed with the leader and their team prior to team coaching. In general, they centre on levels of focus, management styles, roles and responsibilities, team working methods, relationship quality, adherence to the shared vision, information and communication. Operational-type indicators (various statistics) can also be included, but are always clearly linked to notions of team performance.

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What is your definition of a leadership team?

A team that has enough autonomy to implement its own vision in its own area of operation. A team that is capable of defining its own strategy and structure, and of disseminating this into the area under its management.

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What does your pre-coaching diagnosis consist of (do you interview team members)?

We always carry out pre-coaching preparation with the manager in order to establish their level of engagement, their needs, their level of autonomy, etc. We give them a head start in relation to their team, and design the approach with them.
Depending on the strategic context, we may or may not carry out pre-coaching interviews with team members. Sometimes, interviews prior to coaching can be counter-productive in terms of objectives.
We can also use our online team profile tool “Team Performance Assessment”™. Developed internally, it is based on 36 questions and uses the responses from the individuals in the team, including the manager, to locate the team on a scale from “a collection of individuals” to “high-performing team”.

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