Progress comes from the intelligent use of experience. Elbert Hubbard
What skills to develop to best hold your role as a manager or leader? What tools to rely on? What subjects to put into practice?
How to choose between different options when none of them clearly emerges as being the best? These dilemmas make us face ourselves: What is most important for us? What do we favor? What image of ourselves do we give others?
Negotiations are not just power struggles. The most beneficial agreements are obtained by also seeking ways to best respond to the interests of the other party. How can you manage this delicate balance?
In today’s working environment that favors teamwork, concentrating has become a challenge. It is nonetheless a factor of productivity and well-being. How can you give everyone the possibility to secure periods of real concentration?
In the era of infobesity and chronic distraction, how can you grab the attention of your audience and retain it over time? Understanding the psychological and cognitive underpinnings of attention is invaluable to achieve this goal.
Far from being respectively a virtue and a fault, extraversion and introversion are two personality poles that both have their assets and limits. How can we turn these differences into a key to collective performance?
Brilliant insight often spring to mind unexpectedly. These “Eureka moments” don’t happen by chance and aren’t the exclusive reserve of a few creative geniuses. How can we create the conditions for this creative spark to arise?
We do not lack occasions to feel annoyed in our work life! In the long run, these annoyances undermine the satisfaction derived from our work and hurt our performance. How can we manage them without being overly affected?
Far from being restricted to a balance between well-established forces, negotiation is a process highly subject to uncertainty. How can you maximize your chances of success by developing your ability to adapt to the unexpected?