Skill development
Refreshing competences continuously
The rise in employee competence represents a major competitive challenge for companies. How can you rethink training to reinforce the acquisition of essential competences for tomorrow’s world?
Develop the employability of your staff members
In today’s world, employees seek an environment that enables them to develop their competencies and continuously enhance their employability. How best to respond to this demand?
Prepare the leaders of tomorrow
Many companies are obliged to look outside the company for a new CEO, given the lack of credible home-grown candidates. How to establish an effective system to detect and prepare the leaders of tomorrow?
Institutionalize coaching in your organization
How to institutionalize coaching throughout the company, on both an individual and collective level?
Own your position as a manager-coach
Most managers tend to focus more on operational matters than on the development of their staff. Beyond a scheduling issue, it is more a matter of personal stance. How can you be an effective manager-coach?
A more powerful memory
Having a good memory is an undeniable advantage; it helps reinforce influence, and attract credibility and respect. Luckily, memory is not an innate capability: with some technique, you can train it. How can you develop your memory?
Aim for excellence in your managerial practices
How can you find the right combination from the various components that constitute the quality of managerial practices? Following Google’s example, you can take inspiration from methods used in operational excellence and experimental science.
From manager to leader
High-performing managers are sometimes surprised when they don’t get a promotion or are evaluated below their expectations. Indeed, even in operational positions, managers must demonstrate leadership qualities such as strategic perspective, the ability to influence others and to lead change.
Managing managers: Find ways to add more personal value
Managing multi-tiered teams takes much more than a simple quantitative adjustment. An entirely new rapport must be created with the organization to add value in the new role.
