Maintaining the social bond in the age of hybrid work
Hybrid work, which combines remote and on-site work, has established itself in many companies, but not without raising several concerns. How can the social bond be maintained and nurtured in these new conditions?
Manager-coaches faced with the fears of their teams
Fear is ubiquitous in companies. Often considered a weakness, it can also prove fundamentally useful. How can managers help their staff manage their fears and overcome them?
Mutual support, a lever of leadership
In the age of collaborative work, helping others is a key way to increase your influence. Yet, you need to know how to judiciously target this help. How can you develop your ability to help efficiently?
Successfully onboarding new employees
Very few companies have a really satisfying onboarding process. Yet, the latter largely determines the commitment and loyalty of the newcomers. How can you welcome new staff members really well?
Preparing for an uncertain future
In times of turmoil and strong uncertainty, how can you manage beyond simply coping with the situation? One solution consists in accepting the inevitable nature of uncertainty: the challenge comes not in minimizing it, but in managing it.
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?
Own your position as a manager-coach
Most managers tend to focus more on operational matters than on the development of their staff. Beyond a scheduling issue, it is more a matter of personal stance. How can you be an effective manager-coach?
Neuroscience and change
Our brain likes habits. To the extent of being opposed to any change? In reality, neuroscience demonstrates that we can adapt our practices in change management to the functioning of our brain.
Matters of conscience at the heart of management
How to choose between different options when none of them clearly emerges as being the best? These dilemmas make us face ourselves: What is most important for us? What do we favor? What image of ourselves do we give others?
Introverts and extraverts: How to cooperate better together
Far from being respectively a virtue and a fault, extraversion and introversion are two personality poles that both have their assets and limits. How can we turn these differences into a key to collective performance?
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