“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 personalized mentoring process

Coaching, a personalized 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 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 your potential in order to increase your self-knowledge.
Proven and internationally recognized interaction formats to support teams

Proven and internationally recognized interaction formats to support teams

Seminars bring teams 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 perception and behavior to evolve.
Confidentiality, trust, goodwill

Confidentiality, trust, goodwill

Teamwork 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)

Individual coaching proceedings

1st meeting

1st meeting

The client and the coach meet one another, the client presents the issue and the coach offers her services.
At the end of the meeting, the coach asks the future client to think about whether or not they wish to continue the process (mutual decision).
2nd meeting if the coaching is initiated by the organization

2nd meeting if the coaching is initiated by the organization

Three- or four-party meeting, including the client, their superior and/or the HR manager
Determination of the line of work
Setting of objectives
Mutual commitment based on shared ethics: trust, sincerity, and diligence for the client; trust and confidentiality for the coach; HR manager and superiors are informed regularly at the client’s request
2nd meeting if the coaching is privately initiated

2nd meeting if the coaching is privately initiated

Determination of the line of work
Setting of objectives
Mutual commitment based on shared ethics: trust, sincerity, and diligence for the client; trust and confidentiality for the coach
Following sessions

Following sessions

They take place about every 2 or 3 weeks, for an hour and a half or two, preferably outside of the client’s firm, over the course of 6 to 12 months.
For private coaching, all options are open and discussed together.
Assessment and closing meeting

Assessment and closing meeting

Three- or four-party meeting
Assessment of the results of the actions implemented during the coaching process

Session proceedings

Questioning and developing objectives

Questioning and developing objectives

Questioning according to an interactional approach: discovering the client’s functioning and world vision within their context
Reformulating and validating to establish mutual understanding
Developing objectives
Setting objectives and implementing strategies

Setting objectives and implementing strategies

Focusing on the objectives and their assessment criteria and applying strategies
Analyzing obstacles and “inefficient” behavior
Developing analytical skills to better read situations and to analyze their operational logic
Creating new and adapted behavior, applying it, and adjusting it according to feedback
Strengthening and improving self-understanding

Strengthening and improving self-understanding

Helping to understand oneself and situations within a wider context
Reinforcing and consolidating new habits
Observing improvements and future outlook.

Team coaching proceedings

Insight into and understanding of the team

Insight into and understanding of the team

One has to listen to and understand players’ stakes within their context, their operation, their language and their culture. Our Palo Alto interventional model allows us to exercise the art of listening and questioning with efficiency. We organize individual meetings prior to seminars with a predetermined number of participants. This leads to a diagnosis presented as a dynamic analysis of relational structures.
Identifying the team's primary issue with its superior

Identifying the team'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 team 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
Designing and leading seminars

Designing and leading seminars

We assemble the team around its central issue, and we assist team members as much as possible to fully share their challenges and to use the highest possible skills to overcome their challenges
Our interventions are developed around proven and internationally recognized methods of interaction: World Café, Open Space, Lego® Serious Play®