• How to improve present consciousness and individual agility

    High external pressure pushes us into rumination and stress, away from the present! Most of us assume that the events of life are causing stress. Particularly at work where employees say they have a stressful boss, stressful work, stressful timelines…. But other employees in the same teams - with the same pressures - are not stressed out. So it’s not the event that causes stress. To convert pressure into stress, you have to add an important intermediary step: rumination.
  • Develop your leadership behaviors with the 360 listening/support process

    The objective of this process is to get a range of feedback about the leadership behaviors you could change and then get support from different people to help you effectively change the 1 or 2 most important behaviors you have selected. There is clear statistical evidence over a population of more than 7,500 managers (see annex 2) that this whole process will trigger your successful leadership behavior changes if you meet your 6 to 8 colleagues once per month over a period of 6 months (see step 7)
  • How can we facilitate transformations with agile cooperation and human growth ?

    Modern change approaches integrate the human side, but success rate remains low Almost all change and/or transformation programs are based on the findings that collective effectiveness has become too low, usually against evolutions in the environment, and that a major cause is a combination of cooperation and collective agility. And we all know that the traditional answer to this change imperative lead often to a vicious circle of stress, demotivation and disengagement:
  • How to approach the implementation of the strategies?

    It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new order, … Niccolo Machiavelli, ~1500AC. It is not a surprise that the failure rate of large business change management efforts has been high since the 80s.
  • Only widespread self-awareness can make traditional management systems sustainable

    All power based hierarchies create these work contexts: Top/Middle/Bottom/Customer Traditional management systems are based on hierarchies with a large discretionary power of bosses over their (direct) reports. So our work experiences are influenced by our perception of the relationship with our direct boss. I vividly remember some periods of strong engagement when I was working for Jan or Eddie and the long periods of frustration and powerlessness when working for some of my other previous bosses.
  • How can we continuously develop self mastery?

    The foundation of a successful implementation of these strategiesleverage-points] is your own self-mastery, which I will define here as a the sum of these competencies: - your systemic understanding of the (work) system around us - your permanent inquiry of how we can better impact this (work) system - your self-awareness, including the alignment of our actions with what we strive for So how could you continuously develop your own self mastery?
  • Leverage collective intelligence with disciplined peer support

    Managers are facing similar challenges but in different realities: they use different solutions The HR governance meeting was taking place six weeks after Maria was promoted HR director of the local subsidiary of a global software company. She was confronted with a major challenge: prepare a reorganization of some HR functions, with local HR headcount reduction, imposed by central HR. It was a rather effective action meeting: all agenda points of changes in roles/responsibilities between the different HR departments were covered quite rapidly with short-term actions, except one!
  • Polarities: a systemic approach for business dilemma

    Whenever we are confronted with conflicts around business dilemmas or complex challenges, one or more polarity(ies) could be the root cause(s). Some examples are: Centralized versus Decentralized Reduce cost versus Improve quality Compete versus Collaborate Take care of the organization versus Take care of the customer Deliberate strategy versus Emergent strategy Focus on task versus Focus on relationship Verify versus Trust Advocacy versus Inquiry A polarity is composed of two opposites which do not function well independently.