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!
Here are some reviews from the first readers and the presentation of the book:
“This collective intelligence manifesto presents powerful concepts and practical advice, in particular silent meetings, the combination of oral and written communication and the role of the chief to enhance the intelligence of his employees.” Christian Darvogne, Senior Advisor for Change Management, Partner of KPMG – former President of Carewan
“Olivier Zara is once again taking one step ahead in management tools, by rebuilding the distribution of speech in a team or a group. This is a triple victory: employee engagement, the good health of organizations, which are thus vaccinated against toxic practices, and operational performance with an unequalled problem-solving capacity.” Paul-Louis Moreau, Data Governance & Data Strategy Manager at BNP Paribas
“We already knew that leaders eat last, they should also talk last according to Olivier Zara! Otherwise, everybody will agree with the manager / expert and the meeting will not effectively solve problems. This is not so easy to implement; therefore Olivier Zara gives us a methodology, tools and actionable tips to keep quiet during a meeting and bring out the best ideas of the team.” Florence Meyer, Coach & Leadership Consultant, Speaker & Author at 20.80.Consulting
“A powerful and very useful book for all managers! Knowing how to keep quiet is the beginning of wisdom and, with this book, it becomes a concrete recipe for a better team management.” Dominique Turcq, Management Consultant, Founder of the Boostzone Institute
Collective Intelligence: Make Your Dream-Olution Now!
The toolbox of collective intelligence is rich. Where to start? How? This book offers you a collective intelligence manifesto with a selection of the best practices.
Collective intelligence is not spontaneous. It must be organized. Thus, the cognitive bias of authority generally leads us to give more value to the ideas expressed by the chief or by the person who occupies a leadership role in a meeting. The chief speaks, the desire to participate diminishes and ideas disappear. How do we overcome this bias, and how can we develop engagement?
“The chief always speaks last” is a powerful act of management for any leader, manager or expert wishing to mobilize collective intelligence to achieve decision-making excellence. To move from intention to action, this book proposes three innovative methods.
Many thanks to the reviewers: Olivier BERNARD, Benedicte Bigot, thierry denys, Stephane Durand, Jean-Claude Dussaucy, Claude Emond, Charlotte Goudreault, François Lavallée, Christophe LEFEVRE, Bénédicte Magnin-Feysot, Paul-Louis Moreau, Florence Meyer, Chrystèle Verfaille and Marc Weltmann