Manager-coach
Ask questions to engage people
The culture of questioning is not 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.
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
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.
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
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 nevertheless tend to underuse. How can you transform gratitude into an opportunity to differentiate yourself?
