Is your team ready to form
an alliance with AI?

So-called generational conflicts rarely depend on age alone. More often they reflect differences in expectations, language, ways of working and the criteria by which professional value is recognised.

In many contexts, established experience and emerging skills live side by side, but risk being seen as alternatives rather than as complementary. On one side there may be people with great experience and knowledge of the organisation; on the other, professionals who bring emerging skills, new perspectives and familiarity with tools and contexts that are evolving rapidly.

It therefore becomes useful to create spaces for structured discussion, to make expectations and needs explicit and to build shared working agreements, recognising the value of different contributions.

Depending on the context, facilitation, team coaching or dedicated workshops can be used.

The adoption of artificial intelligence often meets resistance that is not only technological, but also organisational and personal. Concerns about people’s own role, uncertainty about how to use the tools, or expectations that are not aligned with the change may emerge.

This is why introducing AI requires not only technical training, but also attention to the dynamics that come with change. ImpulsoFuturo has developed the AI Mirror Method™, which works on three dimensions:

• Knowledge: understanding the opportunities and limits of AI tools
• Awareness: recognising individual and organisational reactions
• Ownership: defining ways of using AI that recognise the value of the human contribution

The programme combines training, facilitation, coaching and hands-on experimentation.

The AI Mirror Method™ is ImpulsoFuturo’s proprietary method for supporting organisations and leaders as they adopt artificial intelligence with awareness.

The basic principle is that AI acts like a mirror: it tends to amplify the strengths, vulnerabilities and dynamics that are already present in people and organisations. The method develops through three phases:

• Knowledge
• Awareness
• Ownership

Every engagement starts with a phase of analysing the context, which includes expectations, resistance and initiatives already under way.

The programme can include workshops, coaching, work with teams and the definition of internal guidelines.

Coaching often begins in organisations, but it isn’t reserved for managers. In fact, it can be useful to anyone going through any kind of change, or who simply feels the need to stop and reflect more clearly on a phase of their life.

Many people come to coaching because they are taking on new responsibilities, have an important decision to make, want to find their balance again, or feel that the way they have handled certain situations so far needs to evolve.

It isn’t the role that makes the difference. It’s the willingness to understand better what is happening and to choose how to face it.

Coaching and psychotherapy have different goals and areas of work.

Psychotherapy deals with a person’s psychological wellbeing, with emotional difficulties and suffering that may require clinical treatment.

Coaching, on the other hand, supports people who want to develop greater awareness, face a change, make decisions or reach personal and professional goals.

If, during the first introductory meeting, a situation comes up that requires a different kind of support, we will say so clearly. We believe respect for the person comes before everything else.

There is no specific reason or moment to look for a coach’s support.

It can be useful when you feel that carrying on doing things the way you always have no longer helps you.

Perhaps you have a difficult decision to make. Perhaps you are going through an important change. Or you simply want to talk with someone who helps you look at the situation from different perspectives, without telling you what to do.

If you recognise yourself in one of these situations, a first meeting can help you understand whether coaching is the most suitable tool, and whether you are talking to the right person to support you on this path.

Confidentiality is a fundamental principle of coaching.

Everything that comes up during the meetings stays strictly confidential.

This lets you speak freely and explore doubts, fears, ideas and decisions in a protected space, without worrying that what you share will be passed on to others.

Yes.

Many programmes take place online and allow you to work with the same depth as face-to-face meetings.

The format is chosen together, based on the person’s needs and the goals of the programme. In some situations it is possible to alternate online and face-to-face meetings.

The first meeting is a chance to get to know each other.

Its purpose is to understand the situation you are in and the goals you want to reach, and to assess together whether coaching is the most suitable path.

It is just as important for the coach to understand whether they can really be useful to you. If another professional is better suited, we will tell you openly.

Executive coaching is a one-to-one programme of support for leaders, managers and members of the C-suite who work in contexts that are highly complex and constantly changing.

It isn’t based on ready-made solutions, but supports the ability to read situations, explore alternatives and make decisions that are consistent with a person’s own vision.

Through dialogue, reflection and experimenting with new behaviours, coaching encourages an evolution of leadership that can generate results that are sustainable over time.

A programme generally involves 6 to 10 sessions spread over at least six months.

An executive coaching programme generally lasts 6 to 10 months, depending on the goals, the professional context and the needs of the person or the organisation.

Sessions last between 60 and 120 minutes and normally take place every fortnight or once a month. In some cases shorter programmes can also be designed, when the goals are limited in scope.

The investment varies according to the length of the programme, the number of sessions, the management level involved and any additional services.

For this reason, a first introductory conversation is always included, to help define a proposal that fits the context and the goals.

These are three distinct approaches, each useful in different situations.

• Consultancy: the consultant analyses a situation and proposes solutions based on their own expertise and experience. It is particularly useful when technical knowledge or operational guidance is needed.
• Mentoring: the mentor shares their own experience in a specific area, offering guidance and perspectives built up over time. The focus is on passing on experience.
• Coaching: the coach supports a process of learning and change. Through observation and analysis, dialogue and experimentation, they help develop decision-making, relational and organisational capability.

Coaching is particularly useful when the challenges concern leadership, relationships, change or complex decisions. When specific technical skills are needed instead, the support of a consultant or an industry expert may be more appropriate.

Neuroscience-based coaching combines the coaching method with the evidence from neuroscience on how the brain, decision-making and learning work.

It helps to understand how factors such as stress, attention, emotions and the perception of safety influence individual and collective behaviour.

This makes it possible to read the dynamics that emerge in organisational contexts with greater awareness, and to design approaches that are more consistent with the way people learn and make decisions.

The aim is to use this evidence to support leadership, collaboration, learning and performance in a sustainable way.