Coaching · Leadership and individual support
Some situations are about neither a deal nor a negotiation, but about the person. An executive who has to lead a team through change. A manager, formerly the best salesperson, who still carries everything alone. An account manager whose communication, emotional management or motivation holds back their potential. Leadership coaching offers them an individual and confidential space, with a professional coach, to work on real situations. The coach helps the person find and mobilise their own resources, and the decision remains theirs.
Under pressure, we quickly switch to fixing, controlling, avoiding or judging. Self-leadership installs a different sequence: situation, reaction, pause, awareness, choice, action. The helicopter view helps separate the facts, the interpretation, the emotion, the intention and the useful response.
Four building blocks make a difficult conversation possible: benevolence, respect, involvement, trust. Each has its trap: rescuing the other person, avoiding feedback, assuming involvement that is not there, trusting too early. We identify the fragile block before the conversation that matters.
Know, want, can: does the person know what is expected of them, do they want it, do they have the means? Many management mistakes come from a problem of clarity or resources treated as a problem of motivation.
A seven-step structure frames each session: set the frame, define the objective, reveal the potential, identify and overcome obstacles, analyse the options, build the action plan, formalise the commitment.
The toolbox expands with the situation: interpersonal styles, logical levels, the drama triangle, targeted questioning, active listening, coaching feedback.
Executives leading their team through growth, a reorganisation or a new role. Sales managers learning to coach their own team: we coach the sales coach. Salespeople and account managers who need more personal work on their communication, assertiveness, emotional management or motivation.
Founder of CreaCoach and creator of Coaching Évolutif©.
Supports human and organisational development, with long experience in sales and team management.
Supports transformation and leadership.
This coaching follows the code of ethics of the ICF (International Coaching Federation). Before the first session, an agreement is made between the person being coached, the company paying for it and the coach: the objectives, each person's role, and what will be shared with the company, in what form. The content of the sessions remains confidential. What is communicated to the company is agreed in advance and validated by the person being coached. The only exceptions are those provided for by law and by the code, in case of danger to the person or to others.
This is the difference with deal coaching and negotiation coaching, where the progress of the case is shared with management, and only personal aspects remain protected.
On a time-and-materials basis, strictly one-to-one. Everything starts with a three-way meeting that sets the objective of the coaching and the rules for sharing. Sessions are regular. They usually start face to face, then often continue remotely. Each one starts from a real situation and ends with a written commitment from the person. Between sessions, the structured notes belong to the person being coached: they become their development plan.
When the person wishes and the participants agree, the coach can observe them in a real situation: a team meeting, a one-to-one, a feedback conversation. The debrief takes place the same day, in private.
The collective version of this work is Manage & Coach, our module on the coaching posture for managers. When the subject becomes a specific deal or negotiation, deal coaching and negotiation coaching take over. And this coaching can be part of a Sales Transformation Program, dosed to your team's needs.
A situation to work on? A first conversation, in confidence, is enough to see whether coaching is the right answer.
Let's talk about your situation