Two we are extremely strong and confident

Cécile Epron presents the case of a quadra, creator of his company by a group, but he keeps the reins. He struggles to find a new challenge. The solution: the opposite.

Graduate training in economics and operational Marketing, founder of Be One Too! Cécile Epron (cepron be - one - too .eu) accompanied by executives and their teams. Graduate coach and member of I.F.c. (International Coach Federation), it uses the tools of the transactional analysis, Neuro Linguistic Programming and psychoanalysis.

THE case: suffocated by pressure of profitability.

Laurent is 44 years old. He created his firm there are almost twenty years ago. After the departure of his associate, he sells his business, thriving, to a large group of communication Paris, while keeping the reins. Since the company develops, progresses and "weighs today one third of the turnover of the group". His work the passionate and its teams are very grateful for his "humanist" management. But the increased pressure from shareholders seeking profitability it stifles more and more. "I'm looking for a new lease on life," he said in our first interview, a new impetus to invest my energy, feel useful. I seek a collective adventure that fascinates me as my debut. Money, power, nor fame are sufficient springs. "I wish more invest me in that group except for my company because I disagree with the"values"that the two majority shareholders of the group." Laurent however does not accept the idea of leaving the Group and rebuild elsewhere because it does not want to leave his team as "second family".

The eye of the COACH: it often plays his own history.

When I met Laurent and he talks to me both of its dissatisfaction, his passion, but his desire to "catch a second breath", I am a paradox. This man has a very high energy; He knows raising mountains, personal and professional challenges and ironically it shows a general lack of confidence in him and the other (in this case the shareholders). The discomfort is that Laurent knows more neither recognize nor express its potential. I feel alone and in distress, "stuck in a starting-block" "and" offset with its shareholders. Solution: restore the self-confidence, essential to imagine a new project and build relationships of trust with shareholders.

How In writing.

I first asked Lawrence to write his landmark achievements, professional and extra-professionnelles based on the canvas: "What are your achievements, those which you are most proud" Is that you have been successful What is it that you fact pleasure What benefits for you What contributions to the company "" This dynamic work on its success will respond to a question that ask us all: "What is my added value, that is what makes me UNIQUE" At the end of this work, Laurent is back in session: "I touched the finger of the things I have successful." I come away from this exercise with great pride and confidence! I realize also that I meet almost every 4 years of extremely difficult situations, and that I exceed! "

Then I asked him to write its own history. At the third meeting, Laurent feels ready to tell me his family history. He lost his father when he was 4 years old. It is the second in a family of 4 children and is very close to his brother born one year after him. They live both as a binomial. "Two we are extremely strong and confident... and we can face all dangers". But Laurent ended only when his partner is a party. It looks for a link with its shareholders. A link "brother to brother" being Associate Director Or "of son to father" Here his superiors are the majority shareholders and Laurent cannot find with the Duet "brother-brother" that he is familiar and which makes it so strong! He becomes aware in his professional history passed, in all his links to his "superiors men", it was an unconscious search for signs of recognition,"a paternal link". More seek to establish this link, more it expected recognition, it is disappointed in this quest and feels "betrayed" his confidence. Laurent identifies this "elastic", this link between its own history of child and that he currently lives in his professional life, in its relation to the shareholders. Losing his father at the age of 4 years, he was unable to take the schema of the link "father-son" and even quickly replaced it with a schema of symbiosis with its "twin brother".

This awareness is the crux of what disorder in his confidence in the shareholders of the group. Now can build a solution.

SOLUTION: the opposite strategy

I present to Lawrence "the opposite strategy", i.e. out repetition of solutions that have failed. The work of the coach will be to bring the client to afford to do the opposite of what he usually does. "Adopt an attitude to 180 "! Thus, Laurent repeatedly sought to "find the benevolent paternal relationship" with his superiors and thereby their confidence. It now includes how it failed each time. It can now build a new solution by releasing this paternity search. "I need not wait for the recognition of these shareholders such as that of a father that I did not have." This research puts me in a total dissatisfaction... These shareholders are not able to be "father"; This is the first time that I to realize me! And in addition I feel totally déculpabilisé to no longer seek their paternity. "All energy crystallized negatively in its relationship to shareholders may be mobilized in a creative way for a new project!" Laurent has regained his confidence in a relationship "adult / adult" with shareholders. He came out of his back and short in "new life" to his new project. It creates a few months more before a new Department within his company, offering new services in innovative communication and full consistency with its own values of sharing, solidarity spirit, commitment and sustainable development. He convinced its shareholders to join the creation of this new Department. The group, shareholders, employees are now with Laurent rich promises of development project. A new collective adventure begins; a new page opens that Laurent lives "with enthusiasm and passion". Cécile Epron

Guides to learn more

-We cannot succeed change only if we acknowledge our strengths, resources and qualifications. Anchor person (coached or collaborator) in its resources, it is permitted to identify its own strategies for success and to the service of its new objectives

-Brakes, prohibitions we we give in our professional life are often linked to our personal history.

As a coach, we can help the person to identify the links between his professional history and history of childhood.

Here (as often), the superior hierarchical made figure of parental authority (parents, teacher...). He replace us in an emotional connection (unconsciously) known of our own childhood and identical behaviour.

-With the knowledge of these two prerequisites, here is the attitude of the opposite resulting in finding the new breath

Some references:

The opposite strategy: Paul Watzlawick

Eric Berne: The opinion of itself and a personal history, professional destiny

Claude Steiner: