People Management

The Feedback Fallacy

Marcus Buckingham, Ashley Goodall

Breaking with preconceived ideas to develop more beneficial feedback.

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La proactivité dans l’entreprise : atout ou difficulté ?

Catherine Besse

A short article that warns of the perverse effects of unframed proactivity: blurring of roles, tensions within the team, counterproductive initiatives, etc.

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Managers Can’t Be Great Coaches All by Themselves

Among the different manager-coach approaches, that of the “connector”, capable of introducing the employee to a subject-matter expert, seems to be the most effective.

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Delivering through Diversity

Vivian Hunt, Sara Prince, Sundiatu Dixon-Fyle, Lareina Yee

A complete report on the state of diversity in companies, its challenges and its obstacles.

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The Two Traits of the Best Problem-Solving Teams

Alison Reynolds, David Lewis

The behaviors you should encourage in your team to set up an atmosphere of psychological safety.

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Complicating the Narratives

Amanda Ripley

How can we better present controversial topics, so as to avoid providing sustenance to excessively polarized positions? An article intended for journalists, but that can easily inspire executives as well.

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Using neuroscience to make feedback work and feel better

David Rock, Beth Jones, Chris Weller

Making feedback more effective in the light of neuroscience.

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Great Teams Are About Personalities, Not Just Skills

Dave Winsborough, Tomas Chamorro-Premuzic

Good teams get built based on the competencies of their members. Exceptional teams are based on their members’ personalities.

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To Find Meaning in Your Work, Change How You Think About It

John Coleman

Practical advice to help your staff members put the meaning of their daily work in perspective. 

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Being the Boss in Brussels, Boston, and Beijing

Erin Meyer

What are the cultural patterns that, depending on the country, determine the idea people have of a leader's role?

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