How to Immediately Develop Your Decision-Making Performance

Excerpts from the book: Decision-Making Excellence. See Chapter 1 of the book.

On a complex subject, could we ever reprimand a decision-maker even though the decision was good? The answer is yes! What are the questions to ask when evaluating a decision on a complex subject? Should we evaluate the content of the decision (results obtained) or the process that led to the decision (tools and methods used)? Common sense would lead us to answer that we must evaluate both, but I argue that this is a mistake.

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A Surprising Habit of Great Leaders

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?

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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 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…

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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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