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Crisis management

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Be more serene at work

Be more serene at work

We do not lack occasions to feel annoyed in our work life! In the long run, these annoyances undermine the satisfaction derived from our work and hurt our performance. How can we manage them without being overly affected?
244a – Synthèse (8 p.) Stress
Remain effective under pressure

Remain effective under pressure

Pressure is often regarded as stimulating—but beyond a certain threshold, it becomes debilitating. What strategies can you implement to keep all your faculties in high stress situations?
242b – Synthèse (8 p.) Stress
Retain your lucidity despite the isolation of leadership

Retain your lucidity despite the isolation of leadership

Retaining a sense of lucidity about ourselves and the situations we manage is all the more difficult when we are in a leadership position. So how can we preserve our capacity for judgment?
239a – Synthèse (8 p.) Decision making
Transparency challenges

Transparency challenges

Anticipating expectations of company stakeholders with regard to information can bring considerable benefits. How to develop a culture of transparency?
225b – Synthèse (8 p.) Business ethics
The ability to improvise, a rare skill to develop

The ability to improvise, a rare skill to develop

Great jazz musicians have developed amazing improvisation skills. How can one draw inspiration from them to develop the teams' capacity to react to the unexpected and to adapt in real time to any circumstances?
219a – Synthèse (8 p.) Agility
Rethink leadership

Rethink leadership

Faced with the challenges and constraints of the 21st century, managers have to adjust their roles and attitudes. How to adapt leadership to the demands of the working world of the future?  
218a – Synthèse (8 p.) Leader's qualities
How to take safety to the next level?

How to take safety to the next level?

As atypical as they may be, the high-reliability organizations—aircraft carriers, nuclear submarines, space travel installations, etc.—are characterized by a remarkably low number of incidents. How to learn from their methods to raise the bar on safety?
216b – Synthèse (8 p.) Risk
Accept conflict to manage it better

Accept conflict to manage it better

Conflict is part of the everyday landscape for most leaders and managers. However, we generally find it extremely difficult to react calmly to conflict. How can we understand and hence better manage our spontaneous reactions?
212b – Synthèse (8 p.) Conflicts
Prepare for the improbable

Prepare for the improbable

Companies cannot plan in detail how to respond to unpredictable events. However, merely recognizing the possibility of such events helps to manage their consequences more effectively.
195a – Synthèse (8 p.) Risk
The Nissan turnaround

The Nissan turnaround

What principles did Carlos Ghosn use to achieve Nissan's spectacular turnaround? A shining example for any leader faced with the challenge of changing an organization rapidly.
117a – Synthèse (8 p.) Transformation programs

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