Be humble

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This is the best resource at your disposal when you must give someone positive or negative feedback. At least, it’s a very good introduction if you don’t want to appear either condescending or manipulative. Find out how in 3 steps. Read more

To inspire your collaborators, go back to the raison d’être

When trying to influence someone’s behavior, you can manipulate him: scare him, put him under pressure, make promises, reward him “if …”. This strategy works – at least in the short term – but it is costly. You need to manipulate more and more to get results, and you lose all intrinsic motivation on the other side. On the contrary, when you inspire your collaborators, they don’t follow you because they have to or because they’re paid to: they follow you because they want to. And that makes all the difference. Read more

Bee or wasp?

To think and act differently, to find new directions, you must first let go of all your certainties and all those hard-won convictions. They reassure you but at the same time they determine your scope of possibilities. It’s the only way to take (back) the initiative and be (finally) free. It’s all about bees and wasps (yes, really!) Read more

Double effect

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Each oral intervention, whether one-on-one, in a meeting, or – worse – in front of an assembly, is a test. What image will you project? What influence will you have on the discussion, on your interlocutor, or on the group? To develop your impact, work on your charisma. When you get down to it, it’s just a question of focus. Read more

Is judgement one of your brakes?

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We all have a unique cognitive and behavioral signature, one that influences our behavior, actions and decisions – most often without our knowledge. This signature is the result of the combination, in varying degrees depending on the individual, of 8 drivers and brakes: the search for certainties, for recognition, for approval and for control, judgement, impotence, accusation, and indifference. It is as unique as our fingerprints, but as flexible as our brains. A few clues to start identifying your operating patterns… Read more

The magic of “AND”

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We very often find ourselves stuck with limited (and limiting) choices which basically don’t really satisfy us. Should we be empathetic or commanding? Should we delegate or control? Partner or competitor? (…) It’s the “OR” trap that limits us, that excludes (others, ideas, innovations …), that forces us to compromise. On the contrary, saying “AND” opens a new playing field up for exploration: that of our infinite capacity for creation and transformation. So how de we go from “OR” to “AND”? Read more