Transmission and Integrative Supervision Group

A demanding, safe space in which to work deeply on your practice, and to keep exploring, learning and refining your stance as a coach or HR professional.

This space brings together certified coaches and HR professionals, at different levels of responsibility and maturity, who want to keep exploring and learning — to exchange, and to look again at their stance as coach or HR professional.

The group gathers around a supervisor, with the intention of learning together and supporting one another. Each member puts their strengths at the service of the others and works on their own development.

The supervisor is most often in a didactic stance: holding the process, guaranteeing the frame, and bringing content, theoretical bearings and knowledge. It is a meeting of minds and hearts, a place where one can grow, learn, explore, tell the truth — and expect it to be told back.

For certified coaches, and for HR directors and HR professionals who:

• want to keep developing, exchanging and revisiting their stance, in order to refine their practice and raise its level;
• want to keep learning, questioning their practice, and taking on new knowledge and skills to enrich their being-a-coach and their impact inside organisations;
• are curious to dig into theoretical bearings, recent findings and what is new in the profession;
• are looking for a tailored space to develop and sharpen, within a demanding and caring collective;
• aim to strengthen the maturity of their practice and of the arrangements they design, in their own contexts.

For HR directors and HR professionals in particular, this space allows them to stand back from their stance as an internal supporter, refine their ethical bearings, question their choices in often constrained environments, and strengthen the coherence of what they design in the light of today’s societal and organisational challenges.

What we offer

• Transmission and Integrative Supervision Group

  6 half-days of transmission and integrative supervision (9am-1pm)

  2026 dates — 18 March (9am-1pm), 7 May (9am-1pm), 15 June (2pm-6pm), 11 September (9am-1pm), 15 October (9am-1pm), 30 November (2pm-6pm).

  6 participants maximum. A deliberately small group, to guarantee depth, safety and quality of presence for everyone.

  Cocoon Laos — 10 Rue du Laos, 75015 Paris, France

  Fee: €2,800 excl. tax

• Professionalising your stance as a coach or HR professional:
  • moving from knowing models and compasses to using them well — in context, and with maturity — in daily practice.
  • digging deeper into certain models and approaches, connecting a client’s issue to a model. For example: what arrangement supports a transformation? What model supports a crisis?
• Deepening what we know about supporting transformation: understanding how these ideas actually play out in a session, a relationship, a system — and how each of us takes them on, interprets them, or bends them.
• Observing your own practice clearly: working on blind spots, resonances, relational dynamics and system effects; refining the low position, the work on the frame, the reading of what is real, and the supporting stance.
• Building solid professional autonomy: learning to discern, adjust, let go, and intervene in the right place; learning to read what happens “between the lines” and in the field.
• Designing arrangements that fit. Writing proposals that are effective, modern and honest. Choosing the right arrangements, the right processes, the right compasses, in the right place.
• Transforming how you are a coach or HR professional: connecting stance, ethics, human complexity and transformation, to settle into a practice that is more conscious, more pared down, and more powerful.

• Coherence between stance, frame, intention and impact.
• Designing powerful support arrangements.
• Reading the system: paradoxes, resistance, transference, resonance.
• Working the collective field in the service of your understanding.
• Embodied professional ethics: boundaries, decisions, responsibility.
• Consolidating your professional identity as a coach or HR professional.
• Actually using compasses in your work.

• Affective competence can be broadly defined as the capacity to feel a wide range of affects, in moderate tones, in keeping with the configuration of the field.
• Reflective competence is the capacity to make meaningful links, during a session, between the coaching or transformation situation and one’s theoretical knowledge.
• Interactive competence is the capacity to build a dialogue adjusted to the configuration of the relational field — knowing how to adjust one’s interactions in order to care for the bonds.
• Finally, “business” competence is the capacity to set one’s practice within a living economic and organisational reality: steering and sustaining the activity, staying modern and anchored in one’s time, innovating and strengthening one’s development strategy — without making it the sole centre of the work.

• An exploration of a theoretical framework or a specific coaching move.
• Exploratory co-construction of support proposals, offers and processes to roll out.
• Sharing and taking in new reading and findings. Groups can also involve brainstorming, teaching input, and discussion of societal questions and their impact on the supporting professions
• The agenda is built around what each person needs.

Supporting transformation / Handling crises / Ethical and deontological dilemmas / Navigating the polarity DOING ⇔ BEING / Holding the frame in complexity, building a space of deep safety for oneself and for the other / Strengthening the use of the here and now in sessions / Deepening your listening, again and again / Exploring spaces of caring confrontation / Daring to grow and to support in spirituality / Exploring the polarity neutrality ⇔ commitment, in relation to the societal challenges of our world / The Trust Compass, developed by Laurent Oddoux, for supporting transformation / Refining your diagnosis and your coaching strategies, to support as accurately as possible / Building and developing your offers and support arrangements / Drawing up a marketing plan coherent with your stance / Writing support proposals that are innovative and distinctive / Using AI in the service of your practice, with discernment / Setting your fees and contracts accurately / Building your reputation in the support market / Surrounding yourself well and building your network of coaches and partners.

And any subject you would like us to dig into together.