February 6, 2025
Introduction: Uncertainty as the new norm
We live in an age where uncertainty has become the only constant. In France, following the dissolution of the government and the difficulty of forming a stable government, the political situation is marked by a climate of tension and mistrust. The absence of a clear political and economic vision is creating a destabilizing environment for businesses. On the international front, Donald Trump’s return to the White House is exacerbating global geopolitical and economic tensions, stoking fears of a new period of deregulation and trade conflicts.
Faced with these upheavals, companies are faced with major challenges: loss of visibility, market volatility, regulatory instability. And yet, in this turbulent sea, there is a compass: coaching management teams and talents. Coaching is emerging as an essential strategic lever, not only for overcoming crises, but also for preparing organizations for the future with confidence and inspiration.
I. The impact of uncertainty on organizations
Political and economic uncertainties have a profound impact on companies, both internally and externally.
Internally , management teams find themselves faced with complex decision-making, in contexts where data is incomplete or changing. Stress increases, priority management becomes blurred, and the pressure to deliver fast results can lead to strategic errors. Talent, for their part, can feel a lack of visibility, a loss of meaning, leading to a loss of motivation and even a desire to leave the company for professional projects that are clearer and more in line with their expectations.
Externally, companies have to adapt to market fluctuations and regulatory uncertainties. In France, for example, the absence of a real budget, political leadership, unpredictable reforms and social tensions are holding back investment and disrupting supply chains. Political instability paralyzes strategic decisions, pushing some companies to adopt a wait-and-see posture, to the detriment of their agility.
In France today, many companies have had to review their investment plans due to the uncertainty surrounding reforms and taxation. That said, some companies are fully aware of the importance of supporting their teams in this context, and are continuing to invest in this area. In fact, I work with clients who are fully aware of the importance of motivating their talents, and have set up or are continuing targeted coaching programs, enabling them to stay one step ahead of their competitors.
II. Why coaching is a strategic lever in uncertain times
In this destabilizing environment, coaching offers powerful tools to strengthen the resilience and agility of organizations.
Developing individual and collective resilience: Coaching enables managers and teams to develop their ability to cope with unforeseen situations. It fosters a proactive posture, where uncertainties are no longer seen as threats, but as opportunities for learning and growth. By working on stress management and self-confidence, coaching helps leaders remain serene and effective, even in times of crisis.
Decision-making in ambiguity: In a context where data is incomplete or contradictory, coaching helps managers to clarify their vision and make strategic decisions with a clear conscience. Coaches work on developing critical thinking and emotional intelligence, two essential skills for navigating in the midst of ambiguity.
Coaching talent: Coaching is not just for managers. It is essential to support the company’s talent in order to maintain their motivation and commitment. In times of uncertainty, there is a heightened risk of losing the best people. With the right coaching, you can make the most of your talents, develop their skills and integrate them fully into the company’s strategy.
During the global health crisis, some companies were able to use coaching to help them through periods of crisis.
The development of online coaching, through coaching platforms such as CoachHub, has accelerated the democratization of coaching and brought personalized, high-quality support to many employees. Visio sessions lasting 45 minutes, twice a month for 6 months, offer many employees regular and very concrete support linked to their needs.
However, this does not replace face-to-face coaching, which often goes further and deeper, both in terms of the strength of physical presence and the length of the sessions (generally 1h30 to 2h in my case), and enables us to apply methods and tools that require more time.
In times of uncertainty, team coaching transforms internal dynamics by fostering communication, trust and collaboration, even under pressure. It helps teams overcome silos, strengthen cohesion and mobilize their collective intelligence to meet challenges with renewed energy and strong strategic alignment.
The result for these companies? Despite a period of crisis, we can observe greater attention to team cohesion, increased innovation and a capacity to adapt quickly to market changes.
III. BroadenUp’s innovative approach: a systemic model for powerful coaching
BroadenUp ‘s approach is one of the most innovative and comprehensive in the coaching world. BroadenUp is based on a systemic approach, recognizing that individuals and organizations are interconnected at different levels. This holistic vision enables challenges to be tackled from multiple angles, guaranteeing lasting, far-reaching results.
BroadenUp’s model is based on four essential dimensions:
- The Business dimension: This involves integrating strategy, results and performance, helping managers to align their strategic objectives with market realities, and putting customer demand at the heart of these future challenges.
- The Organizational dimension: This is important for exploring internal structures, processes and corporate culture, in order to foster an agile, adaptive organization. Here again, in a systemic logic, we need to integrate this dimension in order to place the customer’s request in its proper context.
- The Personal dimension: aims to develop individual skills, self-confidence and the ability to manage change. It allows the client’s identity to be taken into account in achieving his or her goal.
- The Relational dimension: This focuses on interactions between team members, reinforcing communication, collaboration and cohesion. A company is above all a network of relationships. Working on its effectiveness is essential.
These four dimensions are activated by three fundamental motors:
- The head: to stimulate strategic thinking and critical analysis.
- The heart: to cultivate emotional intelligence and empathy, key elements in team management.
- The body: to anchor changes in concrete actions, by encouraging a proactive, dynamic posture.
The added value of this model in a complex environment is that it enables organizations to develop multidimensional resilience. By acting simultaneously on strategic, organizational, personal and relational aspects, companies become more adaptable in the face of uncertainty. Secondly, working on the 3 driving forces (Head, Heart, Body) and in particular the emotional dimension, often neglected in traditional approaches, guarantees in-depth change.
IV. Integrating coaching into corporate strategy: an imperative
For coaching to become an effective strategic lever, it must be integrated into the corporate culture in a structured way.
How do you structure an effective coaching program? It is essential to define clear objectives for coaching, in line with the company’s overall strategy. The choice of coaches, their experience and their understanding of the company’s challenges are decisive criteria. Personally, I’m convinced that having operational experience in a company is a real asset for a coach, as it enables him or her to better understand the client’s needs and what he or she is going through. The same applies to executive coaching, where having been an executive yourself is a real advantage. Finally, when it comes to choosing a coach, I can only recommend choosing a certified coach such as ICF or EMCC, as this guarantees the coach’s level of training and experience. For example, an ICF PCC coach has to prove over 600 hours of invoiced coaching. What’s more, these federations require compliance with a code of ethics, which is essential to the practice of coaching.
The role of HR: Human resources departments play a central role in the integration of coaching. They must promote a culture of continuous support, where personal and professional development are valued. HR can also identify the talents who would benefit most from specific coaching, and tailor programs to the organization’s needs.
Executive coaching: For executives, coaching is a tool for developing an adaptive leadership posture. This includes the ability to manage diverse teams, make bold decisions in times of crisis, and inspire confidence even in the face of uncertainty. Coaching helps strengthen strategic vision and anticipation skills, two key competencies in a volatile environment.
Building leaders for the future
In a world where uncertainty has become the norm, coaching management teams and talent is no longer a luxury, but a strategic necessity. Coaching helps develop resilient leaders, capable of navigating complexity and transforming crises into opportunities. For companies, investing in coaching means investing in their future.
It’s time to put support at the heart of corporate strategies. Don’t let uncertainty dictate your organization’s future. Commit today to building a coaching culture and preparing your leaders for tomorrow’s challenges. Turning storms into springboards for success
