Genius is one percent inspiration and ninety-nine percent perspiration.Thomas Edison
What are the qualities and skills required to lead individuals or organizations towards their goals? More generally, how to train and engage teams?
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?
High-performing managers are sometimes surprised when they don’t get a promotion or are evaluated below their expectations. Indeed, even in operational positions, managers must demonstrate leadership qualities such as strategic perspective, the ability to influence others and to lead change.
In companies focused on agility, leaders are torn between expectations for clear-cut decisions and the necessity to adapt to changing conditions. In this context, how can they move forward without burning out?
Innovation is often seen as the work of a visionary genius. Yet, other innovation leadership models exist that are more accessible. How can leaders create an environment conducive to the creativity of their teams?
In a context of chronic uncertainty, the image of the bold visionary is obsolete. How can we rethink our conception of leadership to regain the ability to set a compelling course and organize coherent initiatives?
Some boards of directors have been able to go beyond their traditional supervisory role to position themselves as true partners working with operational leaders to boost company performance. How did they go about this?