1

The role of a coach and his or her position

• Knowing what coaching is.
• Understanding the fundamentals of the coaching relationship.
• Defining the qualities of a good manager-coach.
• Evaluating what coaching provides.
• Understanding the coaching position: low position vs. high position.
• Going from being a manager to a manager-coach.

2

How a coaching interview proceeds

• Mastering the standard process.
• Using the "RPNDC grid" to frame and formalize the approach.
• Exploring the situational problem with the SCORE tool.
• Securing the coaching relationship.
• Activating the levers of effective coaching.

3

The manager-coach as catalyst of human development

• Helping to achieve the goal.
• Setting goals and the coaching framework.
• Establishing relevant, motivating target contracts; conducting follow-up interviews.
• Co-creating a development plan.
• Practicing feedback and encouragement.
• Tracking actions.

4

Mastering effective coaching tools

• The art of maieutics.
• Active listening tools.
• Back-and-forth questioning, feedback, reframing context and meaning.
• Tools and techniques drawn from PNL, from Transactional Analysis.

5

The manager-coach as creator of self-sufficiency

• Evaluating the employee's self-sufficiency.
• Knowing how to create a climate that encourages initiative.
• Identifying degrees of professional, relational, and emotional maturity.

6

The manager-coach in difficult situations

• Advanced coaching tools: managing psychological games.
• Handling resistance through incentive and action.
• Helping the employee overcome his or her personal obstacles.
• Reframing, techniques for influence and engagement, etc.