Executive Committee coaching: what are the key objectives?

When Management Committee coaching begins, the first question that often arises is: does Codir feel like a real team or rather a collection of individuals each representing a strategic function of the company?

Indeed, one of the first challenges for members of a Management Committee is to be able to speak with one voice around a collective ambition, to clearly have the capacity to be aligned with the organization's strategy and to decide together how this strategy will then be deployed in each of the divisions.

While taking into account, of course, that each member does not necessarily have the same objectives and the same constraints, which potentially causes conflicts of interest, misunderstandings and disagreements.

The challenge for the Management Committee team is therefore to be able to manage these disagreements, conflicts, misunderstandings in a healthy way in order to then be able to make decisions, commit themselves and collectively, to advance the business project.

What are the objectives of Executive Committee coaching?

Objective 1 of Executive Committee coaching: to align with the collective vision.

What brings us together and what should we achieve together at the end of this year? Is everyone aligned with this common ambition, at 3 or 5 years? These are the questions that members of the Codir need to find answers to.
It can take some time to share perceptions, to look at what is a priority, to look at the difference between strategy and ambition. The role of the coach is to give birth to this ambition and this common vision so that everyone can say: “Yes, these are the things that we want to succeed in together! ”

Objective 2 of Executive Committee coaching: to set up a space for free speech.

The second challenge is to be able to set up a space for free, authentic speech, where individuals can “rub” their ideas, beliefs, desires, fears and share them so that decisions are taken in full knowledge of the facts.

A good decision is a decision that was decided by positive confrontation, that is to say that everyone was able to put their desires, needs, ideas, beliefs so that the collective then decided together the best decisions to take for the company.
Again, the role of the coach is to make it possible to establish operating rules, feedback rules, rules for speaking in meetings so that people get used to this management of disagreement rather than the management of the unhealthy unsaid.

Objective 3 of Executive Committee coaching: courageously assume the decisions that are taken.

The third challenge of Executive Committee coaching: courageously assume the decisions that are taken and go all the way by making a commitment to the fact that everyone does their part concerning this decision. Engage in action, do what has been defined, identify if there are difficulties and be a whistleblower during the month (or week) if there are things that can make the collective project risk of failure.

This is also where the concept of co-responsibility, on which the coach works, comes from. Does everyone feel co-responsible for the success of the whole and not only for their little piece, their territory of responsibilities?

It is this concept of co-responsibility that makes all the difference. And here too, the coach works with the members of the Management Committee on governance, decision-making methods, and transversal project methods that allow them to feel truly co-responsible for the success of the whole.

Objective 4 of Executive Committee coaching: to be able to learn constantly

And finally, the last challenge is really the challenge of lifelong learning. How the Executive Committee learns every month about what worked, what failed. What was easy, what was difficult by openly sharing situations, difficulties, challenges, challenges and putting yourself in an accelerated learning situation? Since in the end, a team does not win or lose, it is learning.
This is what, as professional executive coaches, we work with these management teams to make them cohesive, supportive, learning teams...

‍

Learn more about professional executive coaching

Management Committee coaching, how does that happen?

The right way to support a team is first of all to do a diagnosis of its functioning. This can be done through individual interviews with each member of the management team as well as the interview of their boss, and then to make a diagnosis of what works well in this team in terms of cooperation, communication, communication, decision, commitment.

How do we create fully tailor-made support in relation to this diagnosis?
In general, we will do 3 days of coaching over a period of 6 to 9 months with a first day where the objective will be to properly align the entire team with the common ambition.

Then, over the next two days, dig into what needs to be dug out to make this team a dynamic, united team.

Is our role to make the team autonomous in its ability to itself be able to say what works well in our team? What is working less well?

Do not hesitate to call on Talentis, which brings together a team of senior coaches who have an average of ten years of professional coaching experience and will be able to advise you on the best coaching system for your team. See you very soon!

‍

Do you want to have your management teams supported? See you here!

‍