The Manifesto of Benevolence in Meetings

This manifesto is only about benevolence in
meetings within hierarchical organizations.

Version française…

Here is a manifesto of benevolence which can be summarized in 3 words to ensure employee wellbeing on a daily basis:

No public criticism


In any kind of meeting, publicly criticizing someone’s ideas can be humiliating, hurtful or even malevolent: “I don’t agree”; “It’s not a good idea because…”; “Yes, but…” (yes, your idea is interesting, but not so interesting because…).

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The Chief Always Speaks Last

I am very pleased to announce the publication of my 10th book on the theme of decision-making excellence. This book explores a fundamental dimension of management and leadership: knowing how to keep quiet when you would like to speak!

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The Collective Intelligence Manifesto

decision-making excellence

How do you take collective intelligence to infinity and beyond in your organization? In answer to this question, I offer you 9 principles that will enable you to move from intention to action.

WARNING: This manifesto is intended for readers who have mastered the tools and concepts of collective intelligence (books, conferences, training). I would need several hundred pages to define and explain the terms used in this manifesto… and then it would no longer be a manifesto, but a book!

Version française…

Excerpts from the book: The Chief Always Speaks Last. See Chapter 3 of the book.

1. Differentiate the simple, the complicated and the complex

Differentiate the simple, the complicated and the complex in order to choose the right management mode and to achieve decision-making excellence. Each decision-maker (manager, expert, leader) can be confronted with 3 different situations that involve 3 different decision-making processes.

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Welcome to Silent Meetings!

Excerpts from the book: The Chief Always Speaks Last. See Chapter 2 of the book.

When you hear the word “meeting,” you immediately think “talking.” However, at times it is more effective to say nothing! In this post, “keeping quiet” means expressing ideas in writing and not staring at once another in silence. Researchers Steven G. Rogelberg & Liana Kreamer have shown that silent meetings are more effective for problem solving and creativity. Thus, this does not apply to the frequent information, sharing and coordination meetings.

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Webinar: Collective Intelligence to Achieve Decision-Making Excellence

Several webinars (via Zoom) will be organized in the coming weeks on the theme:

Collective Intelligence to Achieve Decision-Making Excellence

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