Manager-coach
![Evaluate your employees to enhance their performance](images/syntheses/l/198b_evaluer_ses_collaborateurs_pour_soutenir_leur_performance.jpg)
Evaluate your employees to enhance their performance
How can you conduct annual performance interviews to motivate people to develop their skills while boosting their short-term performance?
![Manage informal performance factors](images/syntheses/l/1_197a_agir_sur_leviers_informels_performance.jpg)
Manage informal performance factors
Lack of motivation, withdrawal, resistance, and infighting are all phenomena difficult to control with formal management drivers alone. How to influence informal performance factors?
![Promote accountability in your organization](images/syntheses/l/195b_responsabiliser_ses_equipes.jpg)
Promote accountability in your organization
How can leaders get their teams to share responsibility for ensuring collective success?
![Changing behavior](images/syntheses/l/192b_changer_les_comportements.jpg)
Changing behavior
How can you ensure lasting change and avoid falling back into the same old habits? Lasting behavioral change requires a combination of logic and emotions.
![Valorizing and retaining your experts](images/syntheses/l/1_321a_valoriser_et_fid__liser_ses_experts.jpg)
Valorizing and retaining your experts
As experts take on an increasingly crucial role in companies, their career development requires a differentiated approach. How can we set up dedicated channels to make them feel valued and retain this strategic human capital?
![Rehabilitating sensitivity within the company](images/syntheses/l/304a_rehabiliter_la_sensibilite_dans_l_entreprise.jpg)
Rehabilitating sensitivity within the company
A high level of sensitivity is rarely well regarded in the workplace. Yet this way of operating has numerous advantages. How can we give highly sensitive persons the room they require?
![Expressing gratitude at work](images/syntheses/l/297b_exprimer_sa_reconnaissance_au_travail.jpg)
Expressing gratitude at work
Making staff feel valued is a demonstrated factor of engagement and performance at work, which managers however tend to underuse. How can you transform acknowledgement into an opportunity to differentiate?
![Foster your staff’s self-fulfillment](images/syntheses/l/286a_favoriser_l_epanouissement_de_ses_collaborateurs.jpg)
Foster your staff’s self-fulfillment
In theory, work represents a major opportunity for personal fulfillment—but the reality is often less gratifying. How can the line manager contribute to helping to rekindle this fulfilling dimension of work?
![Get back into the habit of asking questions](images/syntheses/l/286b_retrouver_l_habitude_de_poser_des_questions.jpg)
Get back into the habit of asking questions
Business leaders are rarely presented as people who question themselves. And yet, a manager needs to know how to question as well as to assert; but this ability seems to have been somewhat lost. How can we find it again?