COGNITIVE & BEHAVIORAL COACHING

Executive coaching

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Classic executive coaching approaches remain unclear: “develop your confidence”, “find your leadership”, “work on yourself”.

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We use a structured cognitive-behavioral coaching protocol, rooted in 40 years of research in clinical psychology and validated by the WHO.

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How?

An 8-step process with concrete tools at each level:

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→ Cognitive diagnosis : We identify the causal attributions and limiting beliefs that create your dysfunctional loops (cognitive matrix testing, constructivist demand analysis).

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→ Measurable behavioral goals : No need to “develop leadership” but specific indicators, target behaviors, a tripartite contract with the prescriber.

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→ Cognitive tools : Ellis ABCDE (identifying and testing irrational thoughts), Beck columns (situations → emotions → alternative thoughts), cognitive defusion, etc.

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→ Behavioral experimentation : Intersession tasks, prescription of concrete actions, systematic debriefing at each session

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What it changes in concrete terms:

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• A manager who attributes his difficulties to “I am not made for this” (internal/stable attribution) learns to reframe to “this specific situation requires a skill that I can develop” (external/modifiable attribution).

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Result: You are not working on your “personality”; you are developing behavioral and relational skills that are repeatable in any context.

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We are not doing personal development. We train measurable coping skills.

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Team coaching

• Changes are not based on motivation or “awareness”; they are rooted in repeated and adjusted actions.

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Classic interventions on teams revolve around cohesion seminars, communication workshops or team building. Result: it creates a link, but it does not change the dynamics.

• Measurable follow-up: visual analog scale, tripartite assessment interview, follow-up session.

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We use a structured cognitive-behavioral and systemic team coaching protocol. We work simultaneously on collective thought patterns, relational loops, and observable behaviors.

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How?

A system with 4 levels of intervention:

→ Team diagnosis : We map the implicit rules, collective causal attributions, and feedback loops that maintain dysfunctions (Katzenbach & Smith model, actor matrix, 360° feedback).

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→ Reframing collective beliefs : A team that thinks “we are not aligned because we do not have the right people” (external/stable attribution) learns to reframe to “our current cooperation rules do not produce the desired alignment” (modifiable attribution).

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→ Measurable behavioral goals : No “strengthening cohesion”; precise indicators on decisions, feedback, information flow, managerial rituals.

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→ Collective experimentation : Co-development (CODEV) to solve concrete situations, new rituals tested and adjusted, systematic cross-feedback between sessions.

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What it changes in concrete terms:

• A Codir who says to himself “we don't work because we don't have enough time together” discovers that the real problem is the absence of common goals and clear cooperation rules.
• Individual resistances become signals about the team dynamics to be adjusted (sociodynamics: drivers, resistants, alliances).
• Changes are rooted in repeated and measured actions; not by fleeting “realizations.”

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Result: Your team does not work on its “team spirit”; it develops repeatable collective skills: deciding together, giving each other constructive feedback, adjusting in real time.

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We don't build team cohesion. We are setting up measurable collective coping mechanisms.

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Organizational coaching

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We work in systemic coaching: we simultaneously act on the structure, relationships and mental representations that slow down or accelerate change.

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How?

We use hybrid intervention systems that combine:

→ Systemic diagnosis : identify feedback loops, implicit rules, and areas of homeostasis that maintain the status quo (7S McKinsey, actor mapping, 5 whys method).

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→ Collective intelligence : mobilizing internal resources via World Café, co-development (CODEV), communities of practice. Your teams become agents of change, not spectators.

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→ Cognitive-behavioral reframing : transform resistance into useful signals, bring out new interpretations of the situation (Appreciative approach, systemic reframing).

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Result: your organization is not only implementing a transformation plan; it is developing its capacity to transform itself continuously.

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We are not installing a change. We set up the conditions for a learning system.