WHAT ARE GOOD PEOPLE?

What do we mean when we say that someone is good? Good is often confused with competency. But it is really a character issue. You can be good at your job but doing good is a character issue. Doing good is not just not being bad but intentionally creating more good in the workplace and especially in others.

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DRIVERS for STRATEGY EXECUTION

Strategy execution

Every Manager today is confronted with the dilemma between “Planning” and “Execution”.
Since failing to plan, leads to planning to fail, it is obvious that making strategies and plans is critical. But it is even more critical to turn these into
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Le Management Transversal

Le Management Transversal

Dans un contexte où la décentralisation des responsabilités va devenir de plus en plus conséquente, le niveau d’exigence des collaborateurs ne peut que s’accroitre. Ils sont soucieux de développer leur employabilité, et les hiérarchiques qui Read more

Servant Leadership

Influencer (opinion leader, team leader, CEO, market leader) and another business leading concepts, wide banner composition.

In today’s business climate, the cadence between strategy and execution is compressing, making the integration of the two more important than ever. Too many employees are being left out of this equation. More and more people are disconnected from their Read more

Positive Leaders

Influencer (opinion leader, team leader, CEO, market leader) and another business leading concepts, wide banner composition.

People who experience more positive emotions than negative ones are more likely to see the bigger picture, build relationships, and thrive in their work and career, whereas people who experience mostly negative emotions are more likely to have a narrower perspective Read more

On the road to “HR EXCELLENCE”

Influencer (opinion leader, team leader, CEO, market leader) and another business leading concepts, wide banner composition.

Today, companies and organizations are not facing “simple” alternatives; it’s not about innovation against efficiency, speed or reliability, conformism or flexibility, global coherence or local reactivity Read more

Gérer les injonctions paradoxales …

Le management n’est-il pas cette capacité à faire travailler des individus ensemble efficacement, avec plaisir, tout en obtenant des résultats ?
Et n’est-ce pas le rêve de tout dirigeant ou manager de constater que ses équipes travaillent bien en Read more

Emotional bank account

No one becomes a better musician, teacher, scientist, carpenter, dentist, accountant, or manager without stretching outside of their comfort zone.

The only way to avoid the setbacks and disappointments inherent in this unfamiliar territory is to avoid trying new things.

Frankly, if you are not failing at something, you are probably not pushing yourself hard enough. What’s more, failure should be disappointing. If there is no disappointment, the work you tried was probably Read more

Réfléchir à haute voix

Le manager qui épaule ses collaborateurs, se sent plus tranquille, l’esprit plus libre.

En braquant le projecteur sur le processus, le manager aide ses collaborateurs à mettre leur action en perspective et à appréhender le sens de ce à quoi ils consacrent leur énergie et leurs efforts.

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On demande beaucoup …

On ne demande pas aux collaborateurs de s’engager pour s’engager, sur n’importe quel objectif et dans n’importe quelle direction.
On ne leur demande pas non plus de changer pour le plaisir de changer. Force est bien cependant de reconnaître qu’on leur demande beaucoup

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