How to become a coach and what it entails? - Coaching Academy | Episode 3

• It’s not just about holding the racket
• Built by the team, for the team
• No one is born a coach

Step behind the scenes of our Coaching Academy! Through our experience, we reveal the coaching practices that prove effective daily, putting employee fulfillment at the heart of everything we do.

At Alan, becoming a coach isn't just about having the right CV. Like sports coaches, there is a need to master techniques, tactics, and the habits that create champions. Our culture is built on ten Leadership Principles, the pillars of our company. To be coach at Alan, you must not only know these principles but master them, exemplify them daily, and guide others to do the same.

Take radical transparency, one of our core value. This doesn't come naturally. My coach encouraged me from day one to ask all my questions publicly in Slack. She explained this wasn't just about following a "rule"—it allows transparency and builds a searchable knowledge base for everyone, reducing repetitive questions and allowing to learn from each other. 

A coach at Alan helps people navigate our unique ways of working and provides concrete tips for bringing our principles to life. That's why we require at least one year at Alan before coaching—future coaches need time to master our methods and benefit from being coached themselves.

Even if becoming a coach is a personal commitment to grow in that role, the process is truly a team effort.

First, the aspiring coach's own coach actively guides the process. They don't just assess readiness—they help reflect on strengths, blind spots, and motivations. For example, they might explore how the candidate navigates uncertainty or supports teammates in challenging moments. They also share tips from their own experience to help develop a coaching posture.

Next, the lead plays a crucial role. At Alan, leadership and coaching work in tandem—like two legs moving in sync to advance the company (to know more about this philosophy, I recommend you to read Juliette's article) . Leads guide team performance and wellbeing while identifying key coaching skills. For instance, if someone consistently gives unstructured feedback lacking actionable insights, that signals they're not ready for a coaching role.

Through quarterly check-ins, coaches and leads collaborate to ensure a well-rounded view before supporting the transition. However, coaching isn't mandatory for growth. We offer other ways to impact the community, like organizing technical training sessions. This ensures coaching remains authentic—done by choice, not obligation.

Strong people skills are just the starting point. Becoming a great coach requires structured training and ongoing development. We have high expectations because coaches are key to unlocking growth and engagement in our high-performance environment. If you’d like to learn more about how we’ve built our culture of excellence through coaching, I recommend reading the article by Aude Vanthyghem, our People Growth specialist at Alan. Around 25 people become coaches each semester, from diverse teams and backgrounds. Here's our three-stage development path:

1. The warm-up

Every new coach starts by following with our Coaching Academy— an interactive training with quizzes, videos, and visuals that helps coaches acquire essential knowledge about coaching at Alan. The five modules are complemented by a quarterly in-person day, featuring real-life scenarios and interactive workshops.

2. It's a match!

Coaching is about the right fit. Before starting relationships, we follow a careful matching process. Potential coaches are expected to create a "User Guide" highlighting their strengths, challenges, and motivations. This helps future coachees understand if a coach's strengths align with their growth aspirations.

Sometimes mismatches happen. One coach shared: "I spent months avoiding a conversation about our relationship who wasn’t working out fearing I was the problem. When we finally talked, my coachee felt the same way!" This isn't failure—it's about fit. The key is identifying reasons to improve future matching.

3. Endurance to perform long-term

Continuous support drives our coaching culture. Every two weeks, we organize training sessions on topics like "How to re-onboard a coachee after long leave" or "How to deliver difficult feedback while maintaining trust." Bi-monthly newsletters keep the community connected, sharing updates and insights. Throughout their journey, coaches receive guidance from their own coaches, fostering strong partnerships.

So, now you see the connection between Luis Enrique, Patrick Mouratoglou, and an Alan coach, right?

At Alan, becoming a coach is a journey where you grow alongside those you support. It's not a title earned overnight, but a daily commitment to embody our principles and build trusting relationships. Through structured onboarding and continuous development, coaching remains a powerful driver of growth.