Rebuilding trust, imagining new cooperative ventures and creating lasting synergies between field and head office teams
Weakened by internal tensions linked to a management style considered too prescriptive and a lack of communication, at the end of the Covid crisis, our customer, a player in the industrial sector, wished to carry out a coaching mission for its management team.
Mission objectives:
- Enable employees to take ownership of the company's strategy
- Giving everyone their rightful place
- Changing managerial attitudes
- Strengthening cohesion
- Co-constructing a new way of working
Support in place
The mission lasted 15 months, from preparation to closing. It was carried out by a pair of senior coaches.
1.
- Preparatory interviews and quadripartite meeting, to take stock of the situation, set objectives and define support methods
- Sharing the ethical framework
- Organization of operational launch.
2.
Coaching sessions
- Individual preliminary interviews and collective feedback,
- Tailor-made design of six half-day to full-day coaching sessions, spread over nine months, according to the needs and evolution of the team: work on trust, communication, managerial postures, co-responsibility...
3.
- 6-month feedback session to anchor learning, celebrate progress and open up perspectives: exercising collegiality, systemic approach to missions...
- Closure of the cycle and shared assessment at a quadripartite meeting: review of indicators and formulation of recommendations by the coaches.
The results
A return to conviviality and stronger team cohesion
Developing a sense of collegiality and shared responsibility
Appropriation of collective intelligence facilitation techniques
And tomorrow?
The project to work on a national scale on systemic governance issues, in an organization coaching approach.
Would you like to find out more?
