Services

Consulting — designing and implementing

I help you clarify the decisions, responsibilities and resources your project requires.

I contribute to designing management frameworks, employee development programmes, guides and tools that can be put directly into practice. I also offer AI agents to help with certain professional activities, such as formulating precise and appropriate objectives.

The engagement may continue with a pilot phase, adjustments and preparations for a wider roll-out.

Training — developing practices

I design and deliver training for organisations and providers of management and communication training.

See examples of training courses ↓

Starting with the desired results

For in-company training, I suggest beginning with this question: how will we know that the training has been useful to the team or organisation?

We define the expected results and how to evaluate them, then identify the behaviours to develop and the learning required. This approach starts at the “Results” level of the Kirkpatrick model.

Building awareness, then experimenting

I create practical scenarios in which each person can observe their habitual responses, their effects and the possibilities for improvement. This is often where I am most willing to challenge people: questioning assumptions, even when existing practices are already good.

I adjust the level of challenge to encourage reflection without making anyone feel devalued. Tools and practical tips then address what participants have discovered for themselves.

A medical analogy helps explain this approach: understanding and agreeing on a diagnosis increases the likelihood of following a treatment through to the end; receiving a prescription is not enough to put it into practice. In training, I seek the same connection: understanding what needs to evolve, experimenting with new practices and consciously practising them until they become natural.

Involving managers before and after training

Before the training, I recommend that each manager finds out about its quality and suitability for the participant's needs. A conversation with that person helps present participation as an opportunity to develop rather than simply an obligation, and to agree on personal objectives for the training.

After each training day, I recommend that the manager has a short individual conversation with the team member who attended: no more than fifteen minutes, preferably the following day.

The manager asks four questions:

1. To what extent has today's training met your expectations so far?
2. What are the three main things you want to put into practice? Let's turn them into concrete objectives.
3. What do you need to increase your chances of achieving them?
4. What “trick” did you discover that could help me improve too?

This is not a test of knowledge. The questions show genuine interest in the person, prepare the ground for action and demonstrate that development also concerns the manager.

Action plans, conversations in pairs and shared reflections on experience extend this process. We examine new practices and their effects, then adjust them.

Coaching — developing skills and professional performance

You may feel comfortable in your role and still want to make a greater impact. I work alongside you to develop your skills, broaden your possibilities for action and improve your professional performance.

Achieve — a specific short-term goal

Short sessions focused on a particular skill or situation: preparing a presentation, adjusting how you delegate or conducting a conversation.

We define the duration and frequency based on your objective and availability.

Change — supporting development over the medium term

A new role or new responsibilities may require changes to existing practices. Together, we identify which to retain, adapt or replace.

The pace takes your deadline into account and leaves time between sessions to experiment with new ways of acting.

Discover — continuing to develop over time

Feeling good in your role does not mean you cannot want to do even better. As a thinking partner — a sparring partner — I help you challenge your ideas, broaden your horizons and define new development goals.

Sessions may be close together or further apart, depending on your needs.

Individually, as a team or among peers

These approaches can also be applied to team coaching, developing collective skills and the way people act together. The purpose is different from a workshop focused on developing a specific solution.

I also offer peer coaching. Starting from a situation experienced by one person, the group compares experiences, broadens the possible responses and draws useful lessons. I help the group learn a structured method that it can then make its own.

A professional framework and a genuine opportunity to progress

My coaching focuses on professional skills and performance. I do not offer life coaching or psychological or therapeutic support.

I do not provide coaching merely to give the appearance of support when a decision to end someone's employment has already been made. There must be a genuine opportunity for development.

Workshop facilitation — bringing out and building answers

I design and facilitate group sessions, with two possible roles that are clarified during preparation.

Facilitating the discussion. I provide methods to draw out viewpoints and arguments, enable everyone to contribute and help the group seek consensus. Solutions come from the people taking part. I keep the objectives in focus and foster a healthy, constructive and dynamic atmosphere centred on possibilities for action.

Contributing expertise as well. In addition to facilitation, I contribute to the substance of the discussion through analysis, guidance, proposals and the development of solutions. The workshop then combines the group's contributions with a consulting approach.

Talks — inspiring, questioning and opening up possibilities

I offer talks designed to inspire, raise awareness or explore the practical application of modern methods.

Together, we define the subject and angle based on the audience and what you would like them to gain.

A selection of talks I have given

Management excellence

People who are reliable are so primarily through their own efforts. Their commitment, however, depends largely on the conditions their immediate manager creates — or fails to create.

To Act Consciously, We Must First Become Aware

Leading by example means knowing your own strengths and weaknesses and understanding the other person's expectations, while keeping the objective in view and the risks in mind.

Leading Collaboratively at a Distance

Leading teams flexibly and accepting that commitment can be expressed in different ways.

Incentive and profit-sharing schemes: what effect on motivation?

To what extent can these replace fairness, recognition and ownership?