Group and/or individual coaching makes it possible to monitor the real competitiveness of the company's know-how with respect to the market and subsequently bring out, enhance and strengthen skills of resources in the company by increasing their flexibility.

Through coaching activities, the Awareness of and adherence to the professional standards required by the company And corporate goals are pursued through team working.

The determining aspect of the measure is undoubtedly people-related.
In our experience, we have met many key-persons in all companies in terms of expertise and knowledge, but we have realized that these people need to be helped to succeed in becoming true leaders or managers, achieving great results.
Since it is the psychic contents of people that have the greatest importance in determining these dynamics, to help them concretely it is necessary to grasp the psychological mechanisms underlying their work. For this purpose Bonfiglioli Consulting and Soa Human Resources have created a specific Executive Coaching program with the aim of strengthening the level of leadership and creating awareness and motivation in those who are still searching for meaning and purpose in their professional activities.
By initiating this resource enhancement program, there will be a substantial increase in company performance.

The approach

This is a strategy employed to help a manager reach his or her maximum potential by facilitating the achievement of his or her goals. The coach first helps define the goals and then follows the manager in achieving them, mapping out a strategy and providing help to stay and progress on the identified path.

Characteristics of the route:

• The measurement of performance based on specific targets;
• support and encouragement;
• Experimentation with new strategies;
• The effective use of techniques for asking specific questions at specific times.

Main stages

1. Identify the need for change/improvement
Usually coaching stems from the need to change, often it is the manager who feels this need, which, however, can sometimes also be imposed by a third party - top management, for example. It may be a very specific need or more general (such as becoming a more effective team leader). Usually at this stage the need is not yet so defined that it can be classified as a clear goal.

2. Observe and collect available data
Understanding the concatenation of factors affecting performance requires careful observation. Before addressing performance issues, it is important that the Coachee clearly understands both the outcome he or she wants to achieve and the crucial aspects that prevent him or her from achieving it. Initial feedback and analysis can come from a variety of sources: the Coach, colleagues, or the Coachee himself. For example, through a technique called scripting, where the Coachee transcribes word-for-word the interactions that ended negatively and that seem to follow a similar pattern, a common pattern of progression, noting also the feelings experienced.

3. Motivate to set goals for self-improvement.
Going from recognizing an opportunity for personal change ,to taking action to implement it, can prove to be no small feat, and it depends on:

• the value we place on achieving change and the benefits we expect to derive from it;
• The confidence we have in our abilities to implement change;
• The effort we expect the change to require;
• the probability of success;
• The perception of risk related to the process;
• The importance of the goal to be achieved for the Coachee's self-image;
• What behaviors the manager will have to abandon for change to take place.

4. Helping to plan for the achievement of goals

• clarify goals: what the coachee wants to achieve and what he or she wants to avoid; this requires a process of reexamination and the development of an awareness of what the person's motivations are and how they are shaped in the context of his or her values, expressed or unexpressed. The coach helps the cochee at this stage to visualize in projection the achievement of results.
• mapping the context that influences the process: the stimuli and blockages, internal and external, helping to develop a deeper understanding of each of these factors, how they work and the point to which they can be harnessed as pushes or overcome as obstacles.
• determine how coaches and cochee will be able to measure progress toward the goal.

5 & 6. Create opportunities for training to employ desired skills
Observe in action. Once an action plan has been created, it is important to put it into action quickly. The more feedback has to do with the practical implementation of what has been established, the greater its impact. At this stage we observe a shift from external feedback from the coach to internal feedback, managed independently by the Coachee.

7. Helping to overcome problematic or stalled moments
In some cases the manager may feel discouraged or even ready to give up. A coach already knows that similar situations may arise along the way, so he or she will have to prepare the coachee for them by giving him or her emotional support.