A vivid story on the essence of a coach’s work. Back from a trip Sophie Audubert-Todorovic cunningly writes about her vision of quality coaching.
Free Company, indeed, but what else? First food for thought on the concept of freedom and attractivity, shared by Sophie Audubert-Todorovic.
The Law of the apple
We can sometimes go back to scientist basis to decode the world which surrounds us… You may remember Newton’s law of universal gravitation, which defines the latter as “a gravitational interaction between two objects which have a mass and which depends on their distance” and which specifies that “the importance of this capacity of attraction is called intensity of gravity g, which depends on the mass of planet and the distance which separates the object from the planet ”. Aware of my limited scientific knowledge, I will not go on developing these concepts, but stick to its essence.
Considering the necessary creativity and adaptative culture of companies as a key factor of growth, how could organizations create the conditions of collective intelligence? What about the plasticity of the organizations? An article co-written by Sophie Audubert-Todorovic and François Kaisin.
When Morena Coaching International lectured in Miami, FL on September 11th, 2013 for six European commerce Chambers, the integration of the changes within the companies of tomorrow had underlined the “necessary creativity and adaptive culture of the companies as a key factor of growth”, evoking the “plasticity of an organization coherent with its medium”. It then seemed to us interesting to think thoroughly of this concept of plasticity. What could support it? How to allow the company the necessary conditions of the creativity and of the collective intelligence? The concept of homeostasis, used in biology as well as coaching, seemed to us an interesting path to follow.
Given how vitally important it is for the CEO to be getting the best possible counsel, independent of their board, in order to maintain the health of the corporation, it’s concerning that so many of them are ‘going it alone”, shows the Executive Coaching Survey conducted by Stanford Graduate School of Business and the Miles Group.
“Effective coaching is often a matter of challenging assumptions, and the biggest assumptions often reside in the mind of the person being coached”, says John Baldoni.
The Harvard Business Review (HBR) has just published an article shedding good light on how to work best with an executive coach, from a customer’s perspective. This research article explains at length how to « make sure you get the most out of the experience » since working with a coach « can be a large investment of time and money ».