Manager-coach
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
How can leaders get their teams to share responsibility for ensuring collective success?
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.
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
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
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
Business leaders are rarely represented as people who question themselves. Yet, managers should be equally able to question as they are to affirm; but it seems this capability has somewhat been lost. How to get it back?
Managers as motivation facilitators
Motivating employees is an arduous task, particularly since people cannot be motivated against their will. So, how can you help your team members be proactive in finding their own intrinsic motivators?
