Executive Coaching

This coaching is specific to executives. By the nature of their roles, Executives have hardly any space where they can think through issues freely without being mindful of the impact of their thought process on their environment. This coaching is particularly critical in difficult transformation periods when the executives are naturally very cautious about what they share and when there is a significant risk of becoming isolated.

Coaching when taking up a new position

Taking up a new position in a company means dealing with many stakes at the same time ; especially leaving space for learning, letting go of acting in our areas of expertise where we have excelled to grow our team’s capabilities, gaining the trust of our team, listening while ensuring our leadership capacity. Being coached during this transition period represents a significant gain in time and limits the risk of failure or exhaustion especially. For example, people newly appointed who desire to excel often worry about what they do not master, spend too much time doing what they do master and may lose confidence in their suitability for the job. Coaching is often seen as a gift from the organization but, specifically in the context of a new responsibility, it has a definite return on investment, leveraging an opportunity for development that has a long term impact for future responsibilities.

Coaching for High Potentials – Change Makers – Key Resources

These three coaching engagements are similar. They consist of accompanying a person to understand their specificity, what makes them important for their company. The aim is to identify what is important for them to develop in order to best serve their growth as well as their ability to put their specificity to use within the company. The coaching is also a good opportunity to identify areas where there is possible misalignment, and to identify means and sources of realignment. Many companies fear to lose profiles they have identified as important for the future of the company. Investing in their leadership development makes sure the person partners with the company to create the best conditions for them to stay.

Intercultural coaching

This type of coaching engagement is part of novarecum’s core. Not only is it a coaching engagement that allows the person to be aware of the different references they may have from the environment where they work, this coaching also increase the person’s self-awareness and competencies that will be critical in dealing with complex situations. Multi-cultural contexts make us face situations that may be inconceivable in our own way of thinking but can be completely normal for others. It makes us realize how necessary it is to devote time to leverage differences in order to complement each other rather than opposing different ways of thinking and blocking a team dynamic. Individually, we must work on ourselves and learn how to express our different views while remaining connected to others to avoid causing tension, isolating ourselves and losing the value of our individual specificities for the organization.

Express Coaching for difficult decision-making.

This coaching engagement is short by definition, lasting only two or three sessions. Complex contexts can make decision making difficult. For decisions with a strong impact, either on ourselves or the organization, coaching can be valuable during the decision-making process. It can be particularly useful in situations such as: being under specific pressure from the environment toward one direction (political context, high stakes in maintaining the status quo, …), consequences on people impacted that are difficult to bear (firing, reorganization…), personal fear (position at stake, budget reduction, choice ). The coaching space is a neutral environment that will allow the challenging of different options in a professional manner through questions, silences, and the mirroring of what is expressed and what is not. In some cases, the coaching engagement is extended if the difficulty is not actually linked to the specific situation but rather to a personal pattern encountered regularly.