One could not cope with new responsibilities

Manager for several years in the mail of the La Poste Group Directorate in the Lyon region, Daniel Dubost is proposing two years ago a new position of responsibility to strong perimeter: 9 institutions and 800 collaborators to handle. Ravi promotion but aware of the difficulty of this new challenge, he accepts without hesitation, the provision of coaching a "first" for him that he proposes its hierarchy. For six months, two hours every 15 days, Daniel Dubost will dissect with a coach chosen by his care (from a list provided by HRD) the fundamentals of its managerial practice. "It was a strong sign of recognition on the part of my hierarchy, but this experience has been a revelation." A the time a taken back but height above my management on a daily basis also. I realized the need to better manage my emotions, not surréagir to the events which punctuate my daily, did not want at all costs any control. Today, I harvest the benefits. I feel more comfortable in my management, my teams also...

"To grow".

Imported from the United States in the 1990s, surfing on the wave of personal development, coaching today is part of the range of aid to the managers. Phenomenon of mode in its infancy, the practice today reflects a fundamental change in culture. Globalization requires, asked exclusively managers to replicate conventional schemes but did demonstrate creativity, openness and adaptability. "Coaching is a not the claim of substitute training and to the Council, analysis coach Frédéric Adida, President of the Institute Assaté." Our primary mission to optimize the skills of managers and enhance their personal resources. In a way, to grow professionally. "In an effort to strengthen the professionalism of their staff, most of the large enterprises private (but also more and more public) lip so the individual coaching they reserve however their senior or high potential due to its cost (8,000 to 10,000 euros on average).

Vice President human resources of one of the divisions of Thales, Armand Sohet "command" of coaching to, said, "reduce the risk of failure and to highlight the potential of collaborators." This approach also fits a loyalty and talent management policy.

Coaches and HRD recognize that face the complexity of their profession and the pressure of their environment, managers often express the need to receive regular support for operational answers to the questions as they arise. Examples: how to find good positioning between authority, facilitation and negotiation to mobilize and train staff How to distinguish which is the strategic, the cockpit and the operational and therefore to give priorities and manage time "Experience shows that HR systems, also developed they are, are not the answers an employee waits in a decision-making position", recognises Armand Sohet.

"Need for a mirror effect.

"That there be no mistake, pointe Yves Desjacques, HRD to the Casino group." In coaching, it is anything but a therapy that is wanted. The coachee needs a mirror effect, from tips to know how better manage the three pillars of manager of his team, his n 1 and his peers. How to communicate on its work, not play "display", manage the inevitable stress attached to any position with responsibilities, share the success. Coaching to win a considerable amount of time in the just apprehension of a position become more complex. "Requests for coaching the most common include the passage of the status of colleague to n 1. "Manage and avoid two opposite but also harmful attitudes:"we have always been friends and nothing changes"and"Be kind now of vouvoyer me"", continues Yves Desjacques. The image of Paul, Director logistics for a year in a large French distribution group after having been the No. 2 for four years. "My HRD has prescribed me a coaching because he felt that this promotion was to destabilise me both to my former colleagues than my new peers, other directors.

"When it accesses a result managerial status, the challenges that may arise are many: decoding modes of relationship of an Executive Committee, switching manager a leader mode...". ", recognises Armand Sohet. Today Director Pathé Promotion marketing, Florian Genetet-Morel tells that there is a few years, following his arrival in an old structure to guide a team more meaty than that he had then, he had obtained a coaching. "My main problem was based on my difficulty making decisions." My coach has decomplexed me to this problem in learning me, through games roles and development situation, to everything, it was more relevant to make a decision, was it wrong to not to do at all. He also taught me even though this seems self-evident that the best style of management was one you own.

If many coaches and HRD feel that coaching should register in the natural course of a career, it is not rare that some emergency coaching are required for collaborators in difficulty. Thus in Regus (business centre, meeting rooms), Pierre - Olivier Landry, HRD Emea (Europe, Middle East, Africa) appealed, in the year, to two different coaches to accompany two managers in bad professional position. "One could not cope with new responsibilities." The other did not say no to its multiple solicitations. Coaching helped reposition to structure their thinking, give them the keys to pursue their mission.

According to the coach and the coachee themselves, this type of support has for main merit of "free speech". "Behind a coaching application hides always another request, sometimes unconscious", says coach Thierry Chavel (Alter and Coach), co-author with Frank Bournois and Alain Filleron of the book "The great book of coaching" (2008, Eyrolles). "It is often of desensitization to his anxieties or the difficult acceptance of its own limits.". "Basically, we must tackle two major questions of frameworks, which are those of every human being: the fears and desires", point Pascale Reinhardt, Vice President of the French coaching company (SFC), which includes 500 professionals in France.

"A sas of decompression.

Now integrated into route collaborators managerial potential, the real assessment of the results of coaching remains difficult: usefulness, return on investment, that would be passed if it had not occurred "Invite managers to ask questions about their practices and how they are to achieve this must be regarded as positive in itself," said Luc Jacquet, responsible for the "University of transformation" (intra-company customized training) at Capgemini. "We accompany collaborators in the phase of change for a given period to the achievement of the objectives upstream between the coach and the client.". "In no way should create dependency", warns Pascale Reinhardt. Same credo for Gildas Delon, HRD of Marionnaud France, which considers that it cannot trivialize coaching: "this benefit, also useful it may be, is not a convenience." This must remain the luxury, the tailor-made... Coaching should be a lock of decompression, breathing for the framework in a context where it requires lot of him. "A wise but listening especially individualized, at a time where so many relationships in business are marked by a strong depersonalization.