History and expansion

Until 2010, coaching, mainly behavioral, was aimed at managers and managers of large companies.

Over the past ten years, corporate coaching has grown strongly: its growing reputation, its real effectiveness and the need for support from managers have largely contributed to promoting it among SMEs, scale-ups and ETIs.

Complementary Coaching Approaches

Faced with this new demand, coaching has adopted two complementary approaches to give companies a choice: behavioral coaching aimed more at managers and operational business coaching reserved for managers.

Objectives of the renewed coaching

The coaching approach is renewed and now embraces three congruent objectives, namely to develop:

• The value of the business;
• The skills of the manager and his close team in the management profession;
• The pleasure and the balance of life of the manager and his close team.

Coaching for SMEs and ETI

Coaching for SMEs and ETIs, which is rather operational and business, has gradually become established. It embraces the coaching of the manager and his Codir because coaching must develop the locomotive (the manager) and the first car (the Codir).

Multiple support techniques

This coaching is at the crossroads of several support techniques:

• Coaching — The art of listening to awareness;
• Consulting — The art of finding solutions and implementing them;
• Training — The art of developing technical and behavioral skills;
• Mediation — The art of conflict management;
• Co-development — The art of group progression.

This approach is mainly addressed by ex-executive coaches.

Who better than a manager can provide operational support to another manager?

Faced with this new approach to coaching, large companies are beginning to segment their use:

• For managers, behavioral coaching carried out mainly by executives of large companies who have become freelancers;
• For managers, operational/business coaching (which includes the behavioral block) carried out mainly by former managers trained in several support techniques (coaching, advice, training, training, mediation, co-development).

This dual use raises the question of developing the skills of coaches.

Behavioral coaching is perfectly treated by many excellent schools.

Conversely, operational/business coaching, which includes a dose of behavioral coaching, requires specific training that Visconti has been providing to its partners for 10 years now, through its own internal school.

For us, this is the only way to address the needs of our clients, managers and members of the Codir:

• Multi-techniques of support;
• Mastery of the profession of manager;
• Concrete impact on the value of the company;

Towards a Diversification of Business Coaching

In short, corporate coaching is developing quickly and well, around two jobs that correspond to different needs.

Today it is no longer a question of working only on the behavioral approach but also on the operational one. The company can then choose the support that suits it, adapted to its needs, in order to evolve.

And you, which of these coaching jobs suits you the most?