Nous vous proposons aujourd’hui de vous expliquer d’une part ce qu’est la gestion des attentes et ses avantages, et d’autre part de vous donner quelques clés sur la manière de gérer vos attentes, que ce soit sur le plan personnel ou professionnel, pour atteindre vos objectifs.
When analysing our various change management assignments, one thing becomes clear: in most cases, companies only see the need to change in a crisis situation and only react concretely when such an event has already emerged. This late awareness inevitably leads to a reaction that is carried out in an emergency mode. Crisis is the opportunity to review organisational purpose and to transform internal behaviours and beliefs towards a future of change.
Leadership is crucial for a trustworthy and efficient employer branding. It holds an indelible marker in its hands and every action management takes marks the tone. A less favourable/thoughtful move can leave a long-term ugly stain, jeopardizing talent attraction, employee experience and customer care even the survival of the business.
In these times of uncertainty, there are many factors that can lead to stress. The feeling of “loss of meaning” in one’s own actions is increasingly present among employees. As a result, the search for bearings in the professional world is no longer a phenomenon to be underestimated. Once mainly expected from local managers, as well as from members of the Executive Board, over the past few years, “managerial courage” seems to have become one of the main levers, which enable organisations to achieve their objectives. Paradoxically, more often than not this essential skill is poorly represented.
But what is “managerial courage”? How is it characterised? How can it be developed to benefit your teams and your company?
Role n°1 of Internal Communication: not to make the project fail – Still too many of our clients contact us just a few weeks before the launch of a project that will structure their company. This is the nature of this type of project, which is so demanding and multifaceted: often the technical side takes precedence over the human side. Let’s do something to change McKinsey’s figure, which estimates a 70% failure rate for company transformation objectives. And internal communication is a success factor that must be used to this end.
Le coaching est une démarche de développement personnel et/ou professionnel qui permet à un individu ou à un groupe, d’identifier et de développer son potentiel et ses performances. Dans cet article, nous vous proposons 5 bonnes raisons de faire l’expérience du coaching pour les leaders, que vous soyez un leader vous-même ou que vous souhaitiez donner l’opportunité aux leaders de votre organisation de parfaire leurs modes de fonctionnement.
Coaching is a personal and/or professional development process that enables an individual or group to identify and develop their potential and performance. In this article, we propose 5 good reasons for leaders to experience coaching; whether you are a leader yourself or whether you want to give leaders in your organisation the opportunity to improve the way they operate.
For several years now, we have been witnessing the emergence of concepts such as collaboration/cooperation, knowledge sharing, recognition of the importance of the quality of interactions between team members and the development of initiative and decision-making skills in work groups. All of these are becoming more and more important with respect to organisational corporate strategies. In order to increase their efficiency and operational performance, some companies are reinventing their working methods and moving from an approach based on individual intelligence to a so-called “collective intelligence”
Originally badges were a heraldic symbol worn by knights to denote the completion of a pilgrimage or as a mark of political allegiance. The badge has long been associated with displays of rank and achievement and, more recently, with advertising, branding and visual identification. A Digital Badge serves both as recognition of learning or achievement and digital proof of that accomplishment.
“The 33-year average tenure of companies on the S&P 500 in 1964 narrowed to 24 years by 2016 and is forecast to shrink to just 12 years by 2027.”
This is one of the outcomes of a recent study on industry change, mergers and acquisition activities and disruptive start-ups, raising questions around what change management actually means.
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