Refreshing competences continuously
The rise in employee competence represents a major competitive challenge for companies. How can you rethink training to reinforce the acquisition of competences essential to tomorrow’s world?
Develop the employability of your staff members
In today’s world, employees seek an environment that enables them to develop their competencies and continuously enhance their employability. How best to respond to this demand?
From training to action
Despite investing heavily in training, companies are often disappointed with the results. How to ensure that people make changes in their everyday work as a result of the training they receive?
Prepare the leaders of tomorrow
Many companies are obliged to look outside the company for a new CEO, given the lack of credible home-grown candidates. How to establish an effective system to detect and prepare the leaders of tomorrow?
Aim for excellence in your managerial practices
How can you find the right combination of the various components that constitute the quality of managerial practices? Following Google’s example, you can take inspiration from methods used in operational excellence and experimental science.
From manager to leader
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.
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.
Harness the power of habit to manage change successfully
Many change projects fail because people return to their former behavioral patterns. Yet this is not inevitable: how can one use habit as a supportive—rather than obstructive—change management driver?
Faced with the challenges and constraints of the 21st century, managers have to adjust their roles and attitudes. How to adapt leadership to the demands of the working world of the future?
Learn by experience
Conventional training, whether educational or continuous, only accounts for 10% of leaders’ learnings. They learn most from field experience. How can we make the most of such experience?
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