Whether intentional or unintentional, directly or indirectly, a leader influences his environment and inspires the behaviors of the people around him. For example, if he is often suspicious and arrogant, there is a good chance that he will in turn inspire suspicious and aggressive attitudes on the part of his closest environment. The quality of our impact on others can be of two opposite natures: constructive or defensive. A constructive impact encourages people to think and behave in a cooperative, results-oriented way. The leader leaves to his collaborators the initiative to carry out the tasks for which they are responsible provided they provide the expected results. This influence promotes the individual and collective development of performance. A defensive impact induces modes of thought and passive or aggressive behavior, the ultimate aim of which is to protect the status and positions of employees. It has been shown that constructive behaviors yield better performance outcomes than defensive behaviors.
The manager who agrees to engage in this process designates at least 8 players from the surrounding team (Hierarchy, colleagues, direct collaborators …) to describe it. Questionnaires, filled out in about 30 minutes, are then given to each participant. Each questionnaire contains about 160 statements describing most behaviors that the leadership style of the manager concerned by this investigation can cause around it as well as the means it uses to influence others. This assessment of the impact of managerial leadership in business (L / I), developed by Dr. Robert A. Cooke of the University of Chicago, provides a one-time image of:
• The effectiveness of leadership, both personally and organizationally
• The quality of leadership impact
• Leadership strategies
This evaluation also makes it possible to compare the ideal image (projected by the manager) with the image perceived by the surrounding team. L / I measures 12 different impacts. The results are presented in particular on a “CIRCUMPLEX”. This circular pattern is normalized. It allows executives to compare their own situation to more than 1,500 other managers from all sectors of the world.
Approach GESTALT OD “Development of systems and organizations by the Gestalt approach”.
Humanistic coaching for the health, efficiency and effectiveness of people, systems and organizations.
During a coaching session, I help clients recognize their – often unconscious – skills and evaluate the cost of their overinvestment. This awareness is a powerful motivator for engaging and successfully developing the new skills needed to better meet the challenges clients face.
My motivation for Coach
My mission is to “Develop organizations through the emotional intelligence of executives and collaborators”.
I consider any organization as an organic unity. From my point of view, an organization has a spiritual dimension represented by its values. She also has a heart that beats to the rhythm of her social life. The company is also emotional, particularly when it invites its members to take an interest in their own development, when it encourages creativity and innovation, when it supports constructive conflict resolution, accession.
My belief is that this concept is the opposite of models that compare organizations to machines, inert objects. On the contrary, the company is a living entity. This is why it has the capacity to develop by constantly nourishing contact with its environment.
During a coaching session, I invest my energy to help the client solve a problem, promote access to more choices or alternative solutions, and make good decisions.
I feel rewarded when I can read in the gesture of my client that I could be useful to him and that I could contribute to the performance of his organization.
• Evaluation tools of Human Synergistics (CIRCOMPLEXE, 360 ° – Leadership Impact (L / I), Management Impact (M / I), Lifestyles Inventory (LSI), Organizational Culture Inventory the effectiveness of organizations (OEI), …)
• Gestalt Cape Cod Model applied to small systems (pairs, teams)
• Gestalt approach (Gestalt cycle of experience )