“Don’t prescribe anything but don’t resist progress, propose but don’t impose – these are the recurring themes that founded coaching as a new profession”

Maela Paul

Our mediation favors the Palo Alto School’s Systemic and Strategic approach. 

Our coaching approach

Coaching, a personalised mentoring process

Coaching, a personalised mentoring process

A made-to-measure and personalized mentoring process, which clears up, analyzes, and resolves the stakes that the client faces in their professional environment. It creates an environment of growth and maximizes the client’s potential.
A Strategic and Systemic approach, according to the Palo Alto School

A Strategic and Systemic approach, according to the Palo Alto School

We favor this pragmatic approach which relies on a proven methodology.
“This coaching takes emotional, cognitive, and behavioral problems into account; it focuses on their current expression through a pragmatic approach; it rapidly provides important and long-lasting changes and respects the client’s personal and professional environment.” (IGB)
“Overcome what you do... to become what you are”

“Overcome what you do... to become what you are”

From hard skills to soft skills: identify and take advantage of potential in order to better know yourself
Proven and internationally recognized interaction formats to support teams

Proven and internationally recognized interaction formats to support teams

Seminars bring groups together around their shared stakes. They are designed and conducted according to proven and internationally recognized methods of interaction: World Café, Open Space, Lego® Serious Play®. They allow perceptions and behavior to evolve.
Confidentiality, trust, goodwill

Confidentiality, trust, goodwill

Group work based on confidentiality, trust, and common desires, goodwill and defined objectives. “The coach and the client form a stimulating partnership through a maieutic dialogue, thanks to which the coach can remove the obstacles to the client’s development, allow them to create or acquire new skills and improve their performance.” (P. Amar)

Private coaching proceedings

1st meeting

1st meeting

The client and consultant meet one another, the client presents the issue and the consultant offers her services.
At the end of the meeting, the consultant asks the future client to think about whether or not they wish to continue the process (mutual decision).
2nd meeting if the organisation asks for the consultation

2nd meeting if the organisation asks for the consultation

Three- or four-party meeting, including the client, their superior and/or the HR manager
Determine line of work
Set objectives
Mutual commitment based on shared ethics: trust, sincerity, and diligence for the client; trust and confidentiality for the consultant; client, consultant, HR manager, and superiors are informed regularly
2nd meeting if the consultation is privately initiated

2nd meeting if the consultation is privately initiated

Determine line of work
Set objectives
Mutual commitment based on shared ethics: trust, sincerity, and diligence for the client; trust and confidentiality for the consultant
Following sessions

Following sessions

They take place about every 2 weeks, for an hour and a half, preferably outside of the client’s firm, over the course of 3 to 6 months.
All options are need-based and discussed together.
Assessment and closing meeting

Assessment and closing meeting

Three- or four-party meeting
Assess results and actions implemented during the consultation process

Individual session proceedings

Question and develop objectives

Question and develop objectives

Interactional approach: discover person’s working mind and vision of the world within their context
Reformulate and validate to establish mutual understanding
Develop objectives
Set objectives and implement strategies

Set objectives and implement strategies

Focus on the objectives and their assessment criteria and apply strategies
Analyze past challenges and “limiting” behavior
Develop analytical skills to better read situations
Create new and adapted behavior, apply it, and adjust it according to feedback
Strengthen and improve self-understanding

Strengthen and improve self-understanding

Help to understand oneself and situations within a wider context
Reinforce and consolidate new habits
Observe improvements and future outlook.

Group coaching proceedings

Insight into and understanding of the group

Insight into and understanding of the group

One has to listen to and understand payers’ stakes within their context, their operation, their languages and their culture. Our coaching method (Palo Alto) allows us to listen and question in order to intervene efficiently. We organize private meetings prior to seminars, which a predetermined number of people attend in collaboration with executives. This leads to a diagnosis by way of a dynamic analysis of hierarchies.
Identify the group's primary issue with its superior

Identify the group's primary issue with its superior

Around 3 themes: trust, vision, and cooperation
Trust: develops the team’s ability to face challenges and problems to solve together
Cooperation and group cohesion: brings teams together, develops required exchanges, improves communication, facilitates interactions, and strengthens management
Vision: defines or allows the strategy, each player’s role, an identity, and shared rules to evolve
Create and conduct seminars

Create and conduct seminars

We assemble the team around its central issue, allow team members to share their challenges with us, and ask for the necessary skills to get back on their feet
Our interventions are developed around proven and internationally recognized methods of interaction: World Café, Open Space, Lego® Serious Play®