Why consult us ?
Situations
Results-Impacts of the practice
Open or hidden conflict between two teams or several collaborators of the same team.
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Awareness of behaviors that hinder collaboration
Project bogged down due to the demobilization of the teams.
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Identifying and addressing stakeholder concerns
Employees are demotivated, seem to no longer find meaning in their work, are always in a hurry and reactive in the very short term and complain of never being able to take the time to settle down and take some distance from their daily.
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Learning skills to distance oneself from events
Employees no longer see each other because they are always on the move with the client and no longer have the feeling of belonging to a team or a company, they have a fragmented life due to their schedules organized by missions .
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Meaningful connection
Collaborators must begin a transformation phase involving collaboration with new people, new teams and must quickly get to know them and identify which will be the key people in the project on whom we can rely and those who will be constantly needed. remotivate.
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Awareness of the relational modes of each
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Identifying and addressing stakeholder concerns
A major transformation of the company (sale of capital to new investors, merger with another company, international development, change in the positioning of products, etc.) causes questions and uncertainties among employees faced with the unknown.
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Identifying and addressing stakeholder concerns
A deleterious atmosphere has gradually taken hold in a service, everyone stays in their own corner, communication is poor and motivation weak, people develop an attitude of systematic rejection of new initiatives or drag their feet to move matters forward.
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Awareness of the relational modes of each
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Identifying and addressing stakeholder concerns
An arrogant attitude of certain managers prevents their promotion and handicaps the functioning of a CODIR/COMEX.
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Individual Behavior Awareness
Some managers find it difficult to get messages across, to give meaning to their employees, to give meaning to their objectives and this hampers their day-to-day management style.
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Learning skills and attitudes for creating meaning
Many meetings fail because the agenda is hijacked by strong personalities, people don't listen to each other or repeat the same thing, messages are unclear, and attendees come away feeling "vague".
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Learning skills and attitudes for creating meaning
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Awareness of behaviors that hinder collaboration
Employees do not understand the financial logic imposed on them and want to commit to other values to give meaning to their missions.
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Collective construction of meaning