The year 2019 was once again insightful and involving a great deal of discussions about well-being, the search for meaning, the link between human and economic performance, how to reconcile productivity and humanity…etc. These debates form part of the temporality of business today: going faster and faster, leading “flash interviews”, or effective “standing briefings”, or speed coaching…It’s in this frenetic pace that the concept of slow management emerged.Read more
The companies we work for invest more and more in conceiving and inventing new management modes to take the challenges of the 21st century. We, coach and accompanying persons, need to create new modalities, and dust off our practice to accompany the different complexity levels of working organizations.
Could groups enabling supervision of managerial practice be an adequate answer to accompany our clients to take their own challenges?Read more
You have already one or more mailboxes, continuously increasing 24 hours a day….
Very often, checking your mailbox is the very first step you choose to do when arriving at work, if you did not already check it on your cellphone while going to work: it enables you to exchange and work efficiently. But for some of you, a mailbox full of messages (more over not answered yet) may cloud your mind or become stressful.Read more
Duration too long, participants too numerous or inadequately chosen, a sleepy ambiance: we sometimes have the feeling, throughout the years, that meetings have become the evil of this century. Some people even recommend to permanently remove them. Nobody wants to (re)live a three hours afternoon meeting, leading to nothing but a solid decision…that the decision will have to be taken during the next meeting…However, meetings do still show merits.Read more
How many of us are victims to the desire of look at urgent rings and alerts on our devices during a meeting? Or answering text messages or emails while our colleague is presenting a topic? To stare at our screen or to type away on our keyboard, before realizing we missed something and asking without guilt “Sorry, I think I missed a point. Could you just repeat what you just said?”. Do these situations seem familiar to you? It’s normal. The digital world has constantly cluttered our attention with many distractions offered by our various device, to which we answer immediately as if we had to quiet a fussy baby.
Since we are now in 2019, you know that you must be present on professional social networks. Your profile is read as an on-line résumé and it is a good possibility to develop your business or your visibility, thanks to the image and the messages conveyed.
As having a profile on-line is not enough, how could you optimize it to generate conversion without wasting time? Here are three essential quick tips:
We are just a few weeks away from New Year’s Eve and are often eager to take a step back to start thinking about our good resolutions for the year to come.
Have you already noticed that our good resolutions are often built in opposition to a personal assessment made of what went wrong, failed or was not good enough this past year? We are embedded in a critical culture and opt very quickly for looking at “what is not working” rather than our resources and our successes. Hoping for a « better » which often remains to be defined, we are easily aware of our “axis of improvement”.
“You should really upload (X), it really changed my life!”
Maybe you’ve already heard this type of sentence many times, since the moment developers have invented apps to assist us in our daily work management.
Todoist, Google Tasks, Evernote, Asana, Wunderlist, Trello: these apps seem to be tens of thousands, are meant to simplify our daily workflow, and offer us to be more efficient. Do we really need to upload one, and are they that useful?
“The great storytellers have an unfair competitive advantage,”1» said Bill Gurley, partner at Benchmark, a Silicon Valley venture capital firm which led investments in Snapchat, Uber, Instagram or Dropbox. This strong affirmation underlines the fact that those who master the art of federating around stories benefit from a considerable advantage. Would this be a sign of leadership?
These past weeks, I was struck by the repetition of a sentence, which spontaneously appeared during different coaching sessions, with clients of various profiles. They had a common point, though: being confronted with the complexity of change of different scales, trying to understand why they felt shaken up, slowed down, or lost. And they finally confined in: “I know that I must mourn the past”: grieving a time gone by, acknowledging an non-modifiable data of their environment, accepting a colleague or a manager’s departure, or life changes, provoked or undergone.