The Key to Success in Operational Excellence
We all got a taste of mandatory and widespread teleworking during the pandemic. Few of us were happy with 100% teleworking for weeks on end because we are social beings, but we all discovered some benefits. About 10% of employees want everything back as it was before. Another 10% do not want to come back to the office. The rest dream of a world in which there is teleworking to a greater or lesser extent.
Continue reading “Teleworking: Do you really want new ways of working?”
I invite you to discover this short video (2 minutes) of Simon Sinek in which he takes the example of Nelson Mandela. Are you ready to discover the art of listening?
Continue reading “A Surprising Habit of Great Leaders”
This manifesto is only about benevolence in
meetings within hierarchical organizations.
Here is a manifesto of benevolence which can be summarized in 3 words to ensure employee wellbeing on a daily basis:
In any kind of meeting, publicly criticizing someone’s ideas can be humiliating or hurtful: “I don’t agree because…”; “It’s not a good idea because…”; “Yes, but…”: yes, your idea is interesting, but not so interesting because…
Continue reading “The Manifesto of Benevolence in Meetings”
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!
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!
Excerpts from the book: The Chief Always Speaks Last. See Chapter 3 of the book.
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.
Continue reading “The Collective Intelligence Manifesto”