{"id":84092,"date":"2025-03-18T17:40:58","date_gmt":"2025-03-18T17:40:58","guid":{"rendered":"https:\/\/degreed.com\/experience\/experience\/?p=84092"},"modified":"2025-05-09T21:31:29","modified_gmt":"2025-05-09T21:31:29","slug":"degreed-maestro-democratized-leadership-coaching-with-ai","status":"publish","type":"post","link":"https:\/\/degreed.com\/experience\/fr\/blog\/degreed-maestro-democratized-leadership-coaching-with-ai\/","title":{"rendered":"Degreed Maestro\u00a0: d\u00e9mocratiser le coaching en leadership gr\u00e2ce \u00e0 l\u2019IA"},"content":{"rendered":"\n

Ceci est le troisi\u00e8me volet d\u2019une s\u00e9rie consacr\u00e9e au coaching personnalis\u00e9 et pilot\u00e9 par l\u2019IA avec Degreed\u00a0Maestro. D\u00e9couvrez le\u00a0<\/em>premier<\/em><\/a>\u00a0et le\u00a0<\/em>deuxi\u00e8me <\/em><\/a>volets.<\/em><\/p>\n\n\n\n

Un leadership m\u00e9diocre ne nuit pas seulement au moral des collaborateurs : il impacte aussi directement les r\u00e9sultats de l\u2019entreprise. <\/p>\n\n\n\n

Dans les entreprises du S&P 1500, les transitions de direction g\u00e9n\u00e9rale mal pr\u00e9par\u00e9es font perdre chaque ann\u00e9e pr\u00e8s de 1 000 milliards de dollars en valeur marchande<\/a>. Et les rotations de personnel dues \u00e0 un mauvais leadership co\u00fbtent 630 milliards de dollars aux entreprises am\u00e9ricaines chaque ann\u00e9e.<\/a><\/p>\n\n\n\n

Le leadership n\u2019est pas inn\u00e9. Et c\u2019est d\u2019autant plus vrai pour les nouveaux responsables qui ont besoin de soutien et de pratique pour relever ces nouveaux d\u00e9fis.<\/p>\n\n\n\n

Certaines entreprises font appel \u00e0 des coachs pour accompagner leurs nouveaux cadres dans leur transition de poste vers des fonctions manag\u00e9riales. Mais le coaching individuel est co\u00fbteux et difficile \u00e0 g\u00e9n\u00e9raliser \u00e0 grande \u00e9chelle, ce qui en exclut de fait la majorit\u00e9 des collaborateurs.<\/p>\n\n\n\n

Heureusement, les progr\u00e8s technologiques contribuent \u00e0 d\u00e9mocratiser le coaching en leadership. Avec les bons outils et les bons investissements, les organisations peuvent offrir un accompagnement peu co\u00fbteux \u00e0 l\u2019ensemble de leurs responsables. Et l\u2019IA y contribue plus que jamais.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Coaching en leadership assist\u00e9 par l\u2019IA<\/strong><\/strong><\/h2>\n\n\n\n

Degreed\u00a0Maestro, notre coach IA con\u00e7u pour la formation<\/a>, est configur\u00e9 sp\u00e9cifiquement pour aider vos responsables \u00e0 monter en comp\u00e9tences efficacement dans les domaines les plus utiles, \u00e0 la fois pour eux et pour votre entreprise.\u00a0<\/p>\n\n\n\n

Degreed Maestro dialogue directement avec vos \u00e9quipes et garde en m\u00e9moire ces \u00e9changes. Ainsi, il comprend parfaitement le parcours de vos responsables, leurs acquis et leurs besoins actuels. Et surtout, il sait comment les aider \u00e0 acqu\u00e9rir les comp\u00e9tences n\u00e9cessaires. <\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Maestro oriente vos responsables vers des contenus tr\u00e8s cibl\u00e9s et simule des conversations r\u00e9alistes, afin qu\u2019ils puissent s\u2019entra\u00eener \u00e0 g\u00e9rer de nouveaux d\u00e9fis. Cette approche est particuli\u00e8rement utile pour apprendre \u00e0 mener des \u00e9changes interpersonnels complexes que les nouveaux cadres n\u2019ont pas encore eu l\u2019occasion d\u2019exp\u00e9rimenter.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Degreed Maestro en action : s\u2019entra\u00eener en vue d\u2019un entretien de performance<\/strong><\/strong><\/h2>\n\n\n\n

Dans nos derniers articles de blog<\/a>, nous avons vu comment Marc, un collaborateur fictif, a utilis\u00e9 Degreed Maestro pour identifier ses points forts et ses points faibles, combler ses d\u00e9ficits de comp\u00e9tences et s\u2019entra\u00eener \u00e0 pr\u00e9senter un nouveau produit.<\/p>\n\n\n\n

\u00c0 pr\u00e9sent, Marc dirige une \u00e9quipe de trois collaborateurs. Malheureusement, un des membres fournit syst\u00e9matiquement un travail insatisfaisant sans respecter les d\u00e9lais. <\/p>\n\n\n\n

Comme beaucoup de nouveaux responsables, Marc appr\u00e9hende la conversation d\u00e9licate mais n\u00e9cessaire qu\u2019il va devoir mener. Il sait qu\u2019il doit aborder ce probl\u00e8me de performance, mais il n\u2019est pas certain de la mani\u00e8re dont il doit communiquer ces difficult\u00e9s tout en restant constructif et bienveillant.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Marc sollicite l\u2019aide de Maestro, en lui expliquant la situation. Le coach lui demande des exemples pr\u00e9cis de la performance insatisfaisante de son collaborateur.<\/p>\n\n\n\n

Sur la base des informations fournies par Marc, Maestro recommande un contenu de formation sp\u00e9cifique pr\u00e9sentant des techniques efficaces pour g\u00e9rer les performances des collaborateurs. Gr\u00e2ce \u00e0 ces ressources, Marc comprend mieux comment communiquer avec son collaborateur sans donner l’impression de le critiquer personnellement.<\/p>\n\n\n\n

D\u00e9couvrez ce parcours cr\u00e9\u00e9 par Maestro :<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Bien que cette exp\u00e9rience de formation soit utile, Marc sent qu\u2019il a besoin d\u2019aller plus loin. Comment doit-il r\u00e9agir si son interlocuteur se met en col\u00e8re, fond en larmes ou reste indiff\u00e9rent ? Marc souhaite s\u2019entra\u00eener \u00e0 ces sc\u00e9narios avant sa r\u00e9union. <\/p>\n\n\n\n

Avec Maestro dans le r\u00f4le du collaborateur, Marc r\u00e9p\u00e8te l\u2019entretien \u00e0 venir en s\u2019exer\u00e7ant \u00e0 r\u00e9pondre \u00e0 diff\u00e9rentes r\u00e9actions simul\u00e9es. \u00c0 la fin de cet exercice, Maestro lui fait un retour concret sur ses points forts, ses axes d\u2019am\u00e9lioration et lui sugg\u00e8re des ressources sp\u00e9cifiques pour approfondir ses connaissances. <\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Puis arrive le jour de l\u2019entretien. Bien plus confiant et \u00e0 l\u2019aise, Marc fournit des critiques constructives avec tact et d\u00e9finit des mesures claires pour que le collaborateur puisse s\u2019am\u00e9liorer.  <\/p>\n\n\n\n

Le collaborateur appr\u00e9cie le fait que Marc ait partag\u00e9 un plan d\u2019action comprenant les attentes sur les points \u00e0 am\u00e9liorer. En suivant ce plan, il r\u00e9ussit \u00e0 redresser efficacement sa performance. <\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Renforcer la ma\u00eetrise des comp\u00e9tences par la pratique<\/strong><\/strong><\/h2>\n\n\n\n

Si la curation de contenus tr\u00e8s cibl\u00e9s a permis \u00e0 Marc d\u2019acqu\u00e9rir une base solide de connaissances, c\u2019est v\u00e9ritablement la pratique qui l\u2019a aid\u00e9 \u00e0 r\u00e9ussir. Lorsqu\u2019il s\u2019agit de mener des conversations d\u00e9licates et personnelles, comme l\u2019\u00e9valuation de la performance, il est essentiel de pouvoir agir avec calme et confiance. Gr\u00e2ce \u00e0 la pratique, Marc a pu d\u00e9velopper sa r\u00e9activit\u00e9 et la pertinence de ses r\u00e9ponses.<\/p>\n\n\n\n

Degreed\u00a0Maestro a aid\u00e9 Marc \u00e0 ma\u00eetriser ses nouvelles\u00a0comp\u00e9tences<\/a>, c\u2019est-\u00e0-dire \u00e0 y recourir au moment o\u00f9 il en avait besoin. Un peu comme des expatri\u00e9s qui doivent ma\u00eetriser la langue de leur nouveau pays, parce que l\u2019appli de traduction automatique ne suffit plus.<\/p>\n\n\n\n

La r\u00e9union d\u00e9licate de Marc illustre parfaitement une situation o\u00f9 cette ma\u00eetrise des comp\u00e9tences est essentielle. Il a d\u00fb faire preuve \u00e0 la fois de rapidit\u00e9, de finesse et d\u2019empathie, tout en gardant le contr\u00f4le et en orientant la conversation vers un r\u00e9sultat positif.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Au-del\u00e0 de la pratique<\/strong><\/strong><\/h2>\n\n\n\n

Bien s\u00fbr, le coaching en leadership ne consiste pas seulement \u00e0 mener des entretiens difficiles.<\/p>\n\n\n\n

Les coachs efficaces aident les responsables \u00e0 identifier leurs forces et leurs faiblesses, \u00e0 exp\u00e9rimenter de nouvelles approches, \u00e0 d\u00e9velopper des strat\u00e9gies, \u00e0 d\u00e9finir des objectifs et \u00e0 am\u00e9liorer la communication.<\/p>\n\n\n\n

Degreed Maestro r\u00e9pond \u00e0 tous ces besoins et bien plus encore, en permettant aux dirigeants d\u2019atteindre leur plein potentiel, \u00e0 prendre des d\u00e9cisions mieux \u00e9clair\u00e9es et \u00e0 piloter leur entreprise. <\/p>\n\n\n\n

Pour aller plus loin<\/strong><\/h2>\n\n\n\n

Pour approfondir le sujet et ne rien manquer des derni\u00e8res investigations de Degreed en mati\u00e8re d\u2019IA, vous pouvez d\u00e9couvrir nos exp\u00e9rimentations<\/a> et consulter nos autres articles de blog<\/a>.<\/p>\n\n\n\n

Programmez un appel individuel et personnalis\u00e9<\/a> d\u00e8s aujourd\u2019hui.<\/a><\/p>\n\n\n\n

\"\"<\/figure>\n","protected":false},"excerpt":{"rendered":"

Ceci est le troisi\u00e8me volet d\u2019une s\u00e9rie consacr\u00e9e au coaching personnalis\u00e9 et pilot\u00e9 par l\u2019IA avec Degreed\u00a0Maestro. D\u00e9couvrez le\u00a0premier\u00a0et le\u00a0deuxi\u00e8me volets. Un leadership m\u00e9diocre ne nuit pas seulement au moral des collaborateurs : il impacte aussi directement les r\u00e9sultats de l\u2019entreprise.  Dans les entreprises du S&P 1500, les transitions de direction g\u00e9n\u00e9rale mal pr\u00e9par\u00e9es font perdre chaque […]<\/p>\n","protected":false},"author":45,"featured_media":84094,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[640,641],"tags":[643,642],"post_folder":[],"class_list":["post-84092","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-about-degreed","category-ai-innovation-in-learning","tag-artificial-intelligence","tag-degreed-products"],"acf":[],"yoast_head":"\nDegreed Maestro\u00a0: d\u00e9mocratiser le coaching en leadership gr\u00e2ce \u00e0 l\u2019IA - Degreed<\/title>\n<meta name=\"description\" content=\"See how the right learning 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