The coach manager of innovation and transformation

« The only knowledge that can influence an individual’s behavior is that which he discovers for himself and appropriates ». Carl Rogers makes this a basic principle in his book on personal development. Thus neither authority nor formation can allow an individual to transform or innovate; it must come from a momentum (“the flow”) that comes from within. How to promote this momentum? Through coaching, a methodical accompaniment that every manager must acquire to carry out his objectives in terms of transformation.

1st step: Empathic listening

Start by listening … But not just anyhow. By listening actively, ie bouncing with open questions, and welcoming the words with kindness, it is to say without judgment or criticism, but with congruence, in reflection of what the manager. At the end of this first stage, a climate of empathy should allow us to take the next step in confidence.

2nd step: The benevolent feedback

The manager must then bounce back on what his collaborator has expressed and identify in his reservations or fears the objective part and the emotional part. He thus plays the mirror effect, magnifying, to allow the collaborator to become aware of them to overcome them. Any problem becomes then an opportunity for change.

3rd step: The co-built solution

Together, they will then look for ideas to overcome resistances and move to the action. For this step the method of CPS (Creative Problem Solving) is very appropriate; she allows to co-build by following 4 steps: clarify the problem, find ideas, imagine solutions and then act, of these 4 steps we proceed by using a phase of divergence where creativity has its place every time and a phase of convergence to decide key ideas and solutions.

4th step: The power: permission and protection

The coach gives both permission and protection … this is what is expected of the collaborator: I authorize you to act and do not worry I will support you in case of problems. “I trust you will do it” is what everyone needs to hear and feel to take action. The manager must transform his power, which he naturally derives from his hierarchical status, in support of the power of his collaborators, so that they move on to the mental and operational implementation of the transformation.

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