When change is about you, first and foremost.
Sometimes the request for change doesn’t come from a company, and the change process isn’t an organisational choice. Sometimes it is the person themselves who feels that the way they have faced their reality until now no longer works. Or that the time has come to evolve.
A new responsibility. A difficult decision. A balance that asks you to go beyond your own limits. The need to stop and reflect before taking the next step. It is in these moments that some people come to us.
They don’t always ask to ‘do coaching’. Rather, they are looking for a space where they can think things through without having to prove anything. Where they can ask themselves questions, put their thoughts in order, look at their situation from different perspectives and find the answers that feel most authentic to them. Ultimately, they are looking above all for one thing: to see more clearly.
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The stories are different.
The question, at heart, is often the same.
Some lead a company. Some coordinate a team. Some are stepping into a new role. Some want to understand whether it is time for a change. Some have to make an important decision. Some simply want a serious conversation, free from expectations and judgement.
How can I find a more authentic way of relating to myself, to others and to work, so that my life has more meaning?
For us, coaching doesn’t mean motivating, giving advice or having the right answer. It means creating the conditions for answers to emerge, through listening, presence, respect, dialogue and openness. It is having a partner who walks beside you for part of the way, helping you see more clearly and choose with greater awareness the direction to take.
ImpulsoFuturo comes from over forty years of work with organisations, leaders and teams. But every organisational change, sooner or later, goes through an individual choice. Behind every strategy there is someone who has to decide. Behind every transformation there is someone who has to find their own way of inhabiting it.
Coaching can become a path. But a path is not always the right choice. First of all, it is important to understand whether a working alliance can form, a space of trust in which to build together. That is why we prefer to start with a conversation. To listen to each other, get to know each other and understand whether we can really be useful to you.
Frequently
asked questions.
Is coaching only for managers, or is it for anyone?
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.
What is the difference between coaching and psychotherapy?
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.
How do I know if I need a coach?
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.
How confidential is a coaching programme?
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.
Can coaching be done online?
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.
How does the first meeting work?
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.
What is executive coaching and who is it for?
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.
How long does an executive coaching programme last and how much does it cost?
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.
Coaching vs mentoring vs consultancy: what are the differences?
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.
What is neuroscience-based coaching?
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.
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An exploratory call to see whether there is common ground. No obligation, no selling. Just an honest conversation about what is holding you back.