For organisations
A conflict that keeps dragging on, a change that doesn’t hold despite the effort already invested, a role that hasn’t been fully taken on: these blockages wear down your team or organisation.
I support you with a systemic approach, through individual coaching, team coaching or facilitation, depending on the level and nature of the blockage, building on what already works in your context.
This page is for teams and organisations, or for support funded by your employer.
Looking for self-funded personal support? See professional coaching.
Do you work in an association? Visit the dedicated page for associations.
🤝 Conflict resolution
A tension persists despite attempts to resolve it, whether between two people, within a team, or between teams.
I work on stance and communication within the relationship concerned, identifying what keeps the conflict alive over time.
For individuals
- Coaching
- Pace depending on urgency and need
For teams
- Conflict facilitation
- Individual interviews, group intervention and follow-up
🌱 Lasting change
A change in the way people work, or in the structure of the organisation, doesn’t hold over time: old habits return, momentum fades, efforts run out of steam, and fatigue or frustration set in. The same happens when taking on a new role turns out harder than expected.
I identify what slows or stops the change once the initial momentum has passed, so that it lasts, without me.
For individuals
- Coaching
- 1h every 2-3 weeks
- 3 to 12 sessions
For teams
- Coaching and facilitation
- 2h every 2-4 weeks
- 3 to 12 sessions
⚙️ Acting on the work environment
Individual coaching isn’t always enough. What keeps a difficulty in place sometimes lies in the work environment: workload, priorities, pace and organisation of working time, ways of working together, decision-making processes. I then also work with the people who have leverage over that environment:
- With management: strengthening their stance as managers, negotiating workload, pace and priorities with their own hierarchy, spotting early warning signs.
- With the leadership team: making the effects of decisions visible in the field (workload, pace, priorities), clarifying who decides what.
- With HR: linking existing listening and support schemes to an analysis of collective causes, and strengthening their role as a relay to the leadership team.
🧩 How we work together
1. We define the framework for the support
The objectives, the format, who needs to be involved and how, tailored to your context. The support starts on that basis, and regular check-ins let us adjust it over time.
2. We clarify the situation
What is actually at play: the people involved, the dynamics between them, what has already been tried and what already works.
3. We co-build the options
Solutions developed with the people and teams involved, including those who have leverage over the situation, building on the reality of your context.
4. We experiment in the field
Short actions, tested and adjusted in real time, based on what emerges from your situation.
5. We embed the changes
New ways of working become your own: you know how to keep them alive by yourselves.
Pricing
Support takes place in an organisational context: the fee is set by quote, based on the size and type of the organisation and the duration and format of the support.
Free initial conversation (30 min) to understand your situation and put together a proposal tailored to it.
🎯 Ready to talk?
Confidential conversation to understand your situation and see how I can help.
❓ Frequently asked questions
“How do we know which area our problem falls under?”
Often, the two areas overlap: an unresolved conflict makes a change fail, and a change that doesn’t hold creates tension. The initial conversation helps clarify where to focus first.
“Do you work through coaching or facilitation?”
Both, depending on the situation. Coaching works in depth over time (with an individual or a team). Facilitation steps in for a specific moment or topic (a meeting, a workshop, a one-off conflict) and helps introduce new tools. Coaching and facilitation often complement each other.
“Our organisation doesn’t have an open conflict, but the way we work is no longer keeping up. Is this for us?”
Yes. This is one of the situations where an intervention can help. It allows the people involved to find another way of working to unblock the situation, or even to prevent conflicts from arising.
“How is the mandate framed (who decides, who is informed)?”
A tripartite agreement defines your objectives, what remains confidential (the content of the sessions), and what is shared with the organisation (generally overall progress, not the details of the exchanges). What can be passed on to the people who have leverage over the work environment (recurring patterns, without names or personal details) is agreed in advance with the person being coached.