Customer relations: what if coaching changed everything?

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Managing or coaching Customer Relations?

In the search for the right balance between operational performance and relational excellence, coaching is a solution to explore. Questioning one’s practices and behaviors, mobilizing one’s talents, developing one’s personal efficiency and one’s contributions to collective performance… so many possibilities open up with coaching.

 

 

Why coaching?

Imagining a new customer relations strategy is good. Bringing it to life for your customers is even better! But how to move the lines, when the transformation to be undertaken is profound and relies as much on technical skills as on relational ones? On the borderline between the professional and the personal? By relying on the strengths of coaching:

  • Coaching develops a sense of responsibility, personal commitment, interpersonal and relational skills. It creates the conditions for transformation.
  • Coaching invites to revisit and improve relationships and interactions within teams. It is the engine of a new collective efficiency.

The essence of coaching is change: it focuses on the how rather than the why. It focuses on “how to do things differently” rather than “why things are not working”. It invites the person (or team) being coached to observe themselves, to identify the ways in which they operate and the limiting patterns, to become aware of their potential and resources in order to move forward with confidence on the path that will lead them to their objective.

How does coaching work?

Coaching is an engaging and empowering process. It is the condition for raising awareness, setting in motion and creating a real dynamic.

This is why the process begins with a contract of coaching objectives that determines the objectives and the terms of the support that will be provided.

With kindness, the Académie du Service coach encourages awareness, hindsight on oneself and one’s actions, the measurement of behavioral dynamics… The objective is to encourage reflection and the emergence of solutions that can be mobilized within oneself but are hidden. The aim is not necessarily to obtain answers but to trigger reflection and a dynamic of change.

Naturally, a formal end to the coaching is scheduled to take the time to share successes, consolidate achievements and enhance the transformation undertaken.

Individual or group coaching?

The method can be applied to a Customer Relationship Manager as well as to a team in charge of Customer Relations. Naturally, the objectives are different.

  • Individual Coaching: it allows for awareness, encourages individual movement and action. It is aimed at those who are facing an important deadline (preparing to speak, taking on new duties, reorienting a professional choice) or questioning their performance (leading their team, seeking a better life balance, etc.).
  • Collective Coaching: it helps to strengthen cohesion, cooperation and collective intelligence by challenging the usual ways of working, the organization and the dynamics of the team. It impacts both dimensions of the team: the team’s collective maturity (what happens internally) and its performance (what is seen externally).
Individual Coaching
The coaching sessions - generally ten sessions - are set up every 1 or 2 weeks. Each session is based on the initial objectives and puts the coachee's actions into perspective with these objectives: what were the achievements? what were the postures? how were the personal commitments respected? what are the areas of progress for the next session?
Collective Coaching
The terms and conditions are defined with the manager around a tailor-made support system that includes a time to discover the team (individual interviews, several collective sessions in order to develop new modes of interaction and cooperation), and a final assessment of the actions implemented and the "perceived results".
Individual Coaching
The coaching sessions - generally ten sessions - are set up every 1 or 2 weeks. Each session is based on the initial objectives and puts the coachee's actions into perspective with these objectives: what were the achievements? what were the postures? how were the personal commitments respected? what are the areas of progress for the next session?
Collective Coaching
The terms and conditions are defined with the manager around a tailor-made support system that includes a time to discover the team (individual interviews, several collective sessions in order to develop new modes of interaction and cooperation), and a final assessment of the actions implemented and the "perceived results".

Why be coached by the Académie du Service?

The coaching was activated as part of the Académie du Service’s historical consulting and training missions. This know-how is now accessible to any person or team that wishes to establish a new way of being and working, generally in the context of a strategic and/or cultural change.

Because the DNA of the Académie du Service is the performance and contributions of the customer relationship, our approach to coaching is oriented towards… performance and contributions! Académie du Service coaches are trained in support. Their role is to release the potential of an individual or a group to bring it to its optimal performance level. They provide solutions where no one thought to look. They contribute to making transformation real, embodied and shared. In… Consideration Symmetry!

“Be the change you want to see in the world” (Gandhi). This is what drives our coaching offer, inviting each person to become an actor in their life, moving from intention to action, and from action to commitment.

The 4 stages of Académie du Service coaching
01
Understand what is at stake... Is it about redesigning the team's decision-making process? Reinventing the way the team leads and promotes the customer culture? Working on the manager's posture?
02
Define a course... to move from the issue at stake to one or more concrete, measurable, shared objectives in the case of collective coaching, and even shareable ones!
03
Identify the path to follow... and even mark it out in order to imagine and structure one's own progress or the progress of one's team.
04
Identify the means to be mobilized and the operational actions to be taken... because coaching does not make, it gives to see, it gives to act and it gives the desire to act... differently!
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