Posts

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.

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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?

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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.

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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.

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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.

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Given how vitally important it is for the CEO to be getting the best possible counsel, independent of their board, in order to maintain the health of the corporation, it’s concerning that so many of them are ‘going it alone”, shows the Executive Coaching Survey conducted by Stanford Graduate School of Business and the Miles Group.

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