Originally published in Qualimédia Magazine,January–February 2015

Can We Speak of a Specific Coaching Approach forthe ICT Sector?

The Information and Communication Technology(ICT) sector stands out for its innovation, economic impact,and fast-paced environment. It’s a strategic pillar of the Moroccaneconomy, as confirmed by numerous national and international reports (*).

Companies in this space typically share fivetraits:

1. High dynamism
2. Cutting-edge innovation
3. Technically skilled and high-performing     teams
4. Strong technical specialization
5. Ongoing technological watch and     anticipation of trends

These characteristics, while exciting, createelevated stress levels for both managers and teams, makingthis ecosystem uniquely complex from a human perspective.

The “Moroccan IT Profile”: A Coaching Case Study

Most coaching requests I receive from ICTprofessionals—especially IT managers and tech teams—revolve around thefollowing challenges:

• A. Navigating complex responsibilities     and fast delivery timelines
• B. Balancing accurate planning with the     unpredictability of software, platform, or product development
• C. Managing team frustration when     effort and output feel mismatched
• D. Escaping the feeling of being trapped     between demanding clients, bosses, and investors
• E. Keeping up with market evolution and     mastering multi-disciplinary skills (tech, management, business dev)
• F. Resolving internal misunderstandings about     development constraints—without conflict
• G. Maintaining a healthy work–life balance

While the content of these challenges isunique, their structure echoes common leadership and team developmentthemes:

• Rising complexity in human     relationships
• Navigating cultural transformation
• Aligning strategic vision with operational     performance

This is where professional coaching comesin.

Coaching Both the Manager and the Team

The key success factor in ICT organizationsis human capital. Managers act as the critical link between topleadership and execution teams. That’s why we recommend dual coaching:

1. For Managers:
    
   • Increase awareness of      team dynamics
    
   • Recognize stressors and      roadblocks
    
   • Embrace change and      co-create solutions
    
   • Benefit from an external,      neutral perspective
 
2. For Teams:
    
   • Reinforce collaboration      and shared vision
    
   • Build collective      intelligence
    
   • Align around core      values and cohesion
    
   • Use workshops and creative      group coaching to foster unity across departments (e.g., sales,      marketing, IT development, infrastructure)

Revealing the Inner Diamond

In one-on-one coaching, our mission is to uncovereach person’s unique talent. Every individual has an inner spark—apotential that, when activated, elevates the entire team.

This method focuses on intellectual, emotional,and relational growth, creating a deeper connection between the employeeand their role.

When people feel:

• Understood in their constraints
• Acknowledged for their strengths
• Motivated to grow within the company

...they become more engaged, productive, andaligned.

This creates a win-win dynamic: the more theindividual thrives, the stronger the system becomes—a concept I call “holisticcohesion.”

Outlook

According to a study by IDC (International DataCorporation), the Moroccan IT services market was projected to grow byan average of 10.3% annually between 2013 and 2017 (*).

This makes ICT coaching not just a niche—buta strategic investment in sustainable performance, talent retention, andinnovation leadership.

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