The current relational challenges of #managers #RH

How to create or recreate human resources in teams, to cope with the current pressure and challenges?

We are living in a period where the usual challenges of the company are multiplied tenfold: an unstable environment that amplifies the conflict between urgency and importance, the urgency phagocyzing the time of elaboration of the important. 

Within the urgent: the daily management of the company's employees with major impacts on health and individual and collective operations. 
Within the important: the medium- and short-term management of the company, with a game of frequently reshuffled cards, external influences and realities that arise at any time and sweep away habits and forecasts.

This situation, of an amplified and unprecedented complexity, invites us to find other resources, in order to preserve an "ecological" functioning, both for the individual and for the company.

What if the current situation, which we do not master and which is rich in uncertainties, was an opportunity to develop new relational skills?
How to find or find foundation points of teams, how to develop your agility skills, boost your ability to switch mentally, to take heights to face complexity?

Coaching is an individual or collective space, in which to develop new strategies, relying on human resources, to question, co-create, discover new resources, dare otherwise.

Topics that resonate particularly today:

  • How to keep the commitment of employees, with alternations of remote and face-to-face work?
  • How to create relational proximity, human connection, even at physical distance?
  • How to recruit profiles adapted today, who will also be able to adapt to tomorrow, while being vigilant on the risks of hyper-investment, vectors of burnout?
Photo credit: A Grisard

Examples of team coaching

  • a team of 7 managers, in conflict, with a person who wants to leave the team so the situation is unbearable to him. The project in which this team is engaged extends over a year and a half. It must therefore find a solution.The result of a 2-hour coaching session: to find individually and together appeasement, to be recognized in this relational difficulty, to co-build a way to work together again with a new dynamic that allows to bypass the points of disagreement, rather than focusing on it and not seeing anything else.
  • a team of 5 managers, who want to find ways to maintain individual and collective commitment, in common projects, even remotely.Results of a 2-hour session: to say authentically what nourishes the relationship, fill the "emotional bank account", find concrete individual and collective action plans on commitment to the team, with remote working modalities. 
  • a team of 8 people, based in two countries, under great pressure due to the growth of the company. Verbatim at the end of a course of 4 team coaching sessions "it was very useful to get to know all the colleagues, to integrate the new ones, for the trust in the collaboration, thank you for taking this time together, it was my first coaching and it allowed me to think about many things, to put myself into action, to develop long-lasting effects".

Coaching allows, in the medium term, to avoid costs related to relational dysfunctions. A quick estimate can be made by calculating the time consumed per day to solve relationship problems, multiplied by the hourly cost of the people concerned. This gives an order of magnitude of the cost to the company. 
Not to mention the inestimable cost of a scratched relationship, or that of a director or manager or expert who leaves the company because he is not heard or recognized or has the means of his mission.