Méthode de Musculation: Optimisation Turbo by Olivier Lafay

By Olivier Lafay

Vous avez été conquis par « one hundred ten exercices sans matériel » et les résultats exceptionnels que cet ouvrage permet d'atteindre. Vous souhaitez optimiser votre entraînement et booster vos performances.
Ce moment quantity est une mine d'informations complémentaires et stratégiques. Il vous permet d'augmenter votre efficacité, votre motivation ainsi que votre autonomie.
Avec "Optimisation Turbo", bénéficiez d'une adéquation encore plus parfaite entre votre entraînement et vos objectifs. C'est à los angeles fois toujours plus de souplesse et toujours plus de précision.
En sept chapitres, Olivier Lafay vous apprend à réaliser les meilleurs ajustements pour chaque niveau, à chaque étape de votre développement, en fonction de vos objectifs.
Découvrez également des exercices inédits et leur mode d'emploi pour une synergie parfaite avec les a hundred and ten exercices du ultimate volume.
L'interactivité de los angeles méthode est renforcée par une initiative originale : l'auteur répond à a hundred questions spécifiques de lecteurs.
Cet ouvrage est destiné à vous amener toujours plus près de vos attentes : strength, patience, quantity, souplesse, puissance.
PUBLIC CONCERNÉ : toute personne possédant « Méthode de Musculation a hundred and ten exercices sans matériel »

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Do they expect the coach to accept their definition of the problem and/or solution? Do they expect you to adopt a totally different style from your current one? Do they expect an overnight change in your style? Do they expect only progressive improvement, with no backsliding or side steps? when to use coaching 37 XSUMMARYX Three Factors Affecting the Likelihood of Success of Coaching EXECUTIVE’S DEVELOPMENT NEEDS Type of Need Potential Benefits from Coaching Potential Risks of Coaching Performance • Interpersonal abrasiveness • Micromanagement • Customer dissatisfaction • Potential to preserve organization’s investment in a valuable executive • Getting executive to see costs of behavior that may have been rewarded in the past • Resistance of executive • Ingrained perceptions of others • Large gap between colleagues’ expectations and executive’s capability Transition needs • Leadership presence • Relationships with senior leaders • Leadership of others with more technical expertise • Influence • Understanding of expectations of new role • Understanding of how best to use strengths and limitations in new role • Colleagues’ tendency to continue seeing executive as more junior Strategic effectiveness • Value to customer • Internal team alignment • Ability to address effectiveness of a whole team as well as individual effectiveness • Team leaders’ reluctance to see their own need for development 38 your executive coaching solution SUMMARY cont’d EXECUTIVE’S READINESS FOR CHANGE COLLEAGUES’ WILLINGNESS TO ENGAGE • Belief in potential benefit from participating • Willingness to devote time and give priority to the process • Willingness to ask for and accept feedback • Willingness to test and revise assumptions about own developmental needs • Willingness to practice new behaviors • Willingness to be authentic with a coach • Honesty about whether they have already passed judgment on the executive • Clarity about how much change they expect to see • Willingness to accept that their initial judgments of executive may not be accurate • Willingness to look at own contributions and to change own behavior • Willingness to give executive ongoing feedback • Willingness to test assumptions and see executive differently 4 How to Choose a Coach Key Capabilities to Assess Once you are ready to enter into a coaching engagement, you will need to choose your coach.

Your colleagues, then, must also engage in the coaching process by questioning their own attitudes and behavior in relation to you, as follows. Being Honest with Themselves About Whether They Have Already Passed Judgment on You Many sponsors turn to a coach only after they are frustrated with their own efforts to develop an executive. If they already have judged you, then coaching you in isolation will almost never change how they feel about you. If other people have accumulated years of frustrations concerning you, then the coaching process will need to include mutual work to repair relationships, and others will need to recognize their part in improving those relationships.

In each of these situations, regardless of the executive’s particular combination of strengths and limitations, coaching was able to help him or her understand what was blocking effectiveness and then address the issues. However, certain challenges can arise when executives perceived as having performance problems are asked to participate in coaching. Ironically, this traditional rationale for coaching also carries the greatest risks. These risks come from both the executives’ reluctance to engage and other colleagues’ unwillingness to support the process.

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