This book is a translation of a bestselling management book originally published in French. Its focus is on the concept of the leader as a bearer of meaning and purpose within the organization, and the significance of this for coaching and team-building. The author presents tools for the development of managers as coaches and models for how to achieve this. For a manager, coaching is a practice and a philosophy. Managers learn to enhance their role in the hierarchy and turn themselves into a trainer who supports a champion. They embark on team building to consolidate its cohesion and dynamism. This is a seminal work on coaching and team building in relation to the culture of the company, the board and the individual, written by a leading practitioner.Foreword by Pierre Caspar, Professor at CNAM Preface: Ten years after the first edition, review and outlook Introduction PART 1: DEFINITIONS OF COACHING AND TEAM BUILDING The manager's paradoxes Definitions Conclusion PART 2: THE MINIMUM CULTURAL WRAPPER The necessary foundation for any shared culture Meta-communication Autonomy Meaning Growth Change Consensus Company Cultures PART 3: THE COACH'S PERFORMANCE INDICATORS Development of integrated identities A model for action The fifteen parameters Areas for intervention States of the self Frameworks for reference Levels of autonomy PART 4: INDIVIDUAL COACHING Managerial identity wrappers A manager's stages of development Coaching content Coaching process relating to appraisal interviews PART 5: COACHING A TEAM: TEAM BUILDING The OFT Model (operations, regulation, training) A team's stages of development Structured problem review presentation The circle of trust Communication, meta-communication confirmed communication Integrating the self, the other and the team Conclusion - The 14 key concerns for the coach Appendices New support for change. Is coaching and team building a fashion or a serious trend? Personal development for the manager Creating value from meaning. Sourlƒ#