Manager-coach
Managing negative emotions within your teams
Negative emotions are often considered undesirable. And yet, they bear very useful information. How can we better manage these perturbing reactions?
Manager-coaches faced with the fears of their teams
Fear is ubiquitous in companies. Often considered a weakness, it can also prove fundamentally useful. How can managers help their staff manage their fears and overcome them?
Own your position as a manager-coach
Most managers tend to focus more on operational matters than on the development of their staff. Beyond a scheduling issue, it is more a matter of personal stance. How can you be an effective manager-coach?
Feedback, an uncomfortable but invaluable exercise
Feedback is often an uncomfortable exercise both for those who give it and those who receive it. Yet, it almost always brings useful insights. How can we derive greater benefit from the feedback we receive?
The coaching manager
The most sensitive role of managers is not to tell staff members what to do and how to do it, but to help them change their attitude and behavior.
Supporting a painful reorganization
The difficult context often leads to taking painful measures, which can damage staff motivation, or even the social climate. What posture can managers adopt to ease these transformations?
Addressing the quest for meaning
The issue of meaningfulness has today become a determinant in the life of business organizations. How can we identify our purpose and that of our companies—and transform this into an individual and collective performance engine?
Ask questions to engage people
The culture of asking questions is not very widespread in corporate circles. Yet, it is an invaluable driver of engagement and progress. How can we get the most out of it to mobilize energies?
Managing managers: Find ways to add more personal value
Managing multi-tiered teams takes much more than a simple quantitative adjustment. An entirely new rapport must be created with the organization to add value in the new role.
