Developing Powerful Personality

Leadership- Charisma- Identity

Successful business leaders must demonstrate leadership, charisma, ambition, intuition, conviction, and sometimes even seduction. These qualities need to be developed and maintained.

What is at Stake?

A business leader must evolve constantly in order to be effective in a complex environment. Allowing a manager to evolve at his own pace and giving him the possibility to manage in a different, evolving manner can have important consequences for the company. The freeing-up of his potential will allow him to adjust with pertinence to his environment.

Our Offer

Business leaders’ evolution coaching.

  • Develop leadership and charisma by an individual-centered coaching program.
  • Differentiate oneself by perceiving what is at stake as well as the general implications beyond the immediate situation or problem and showing personal ambition.
  • Discover one’s identity and one’s adaptation, evolution and achievement logic.

Support through using a 360° feedback evaluation tool.

  • Determine the skills that need to be developed in coherence with the strategic values and stakes of the company.
  • Support to managers in their personal and professional development plans.

Supervising the professional practices.

Provide a permanent and safe environment for leaders to grow and develop oneself by:

  • Defining the manager’s influences on his own environment and the way he takes responsibility for the effects he caused
  • Creating a site where techniques of resolving concrete problems will be shared and exchanged.

How We Intervene

  • We have a paradoxical approach to the change that supposes an examination of the non-change scenario.
  • We enable our client to access their personal power by identifying their real desires.
  • We work on their capacity to overcome psychological resistances and to welcome the unpredictable.

Case Study

A large French administration reorganized its quality management sector.
A Center of Excellence had been created to bring its services to new quality management entity spread in each «business line». In parallel, a quality committee had been created whose Director was to sit on the board of directors.

Background

This new quality organization had to facilitate a strategic refocusing with the establishment of a “performance” mentality as a key result in addition to quality.

Our Intervention

A seminar was designed for the project managers of the Center of Excellence to allow quality teams to accelerate the “breaking-in” phase. This seminar generated a sentiment of open-mindedness and of curiosity about acquiring new behaviors. It allowed formalizing the goals and the benefits of the new organization that were later presented to the key actors to gain their support.

This seminar was followed by a team coaching. Its role was to facilitate the project’s advancement by resolving the different problems as they are encountered and to confirm the consistency of the commitments taken

Results

The teams were able to identify their malfunctioning and to find new management styles to enable them to progress. A manager was appointed for a key post that had not been identified up-front.

Case Study

Horizon « 2012 »
A bank operating in 60 countries has been using an intelligent 360° feedback in order to deploy new transformation projects.

Background

The goal of the bank was (and is) to change the individual and team behavior of 60 key managers.
The general manager decided to put in place a 360° evaluation mechanism for all of the 60 managers to identify the skills that should be developed over the next ten years (2002-2012).

Our Intervention

The benefits of the 360° were individually communicated by a summarizing document prepared by the coach.
An individualized accompaniment was then proposed to the actors of the project.
It took into account the 360° management perception feedback and was articulated by projects that these different actors had in charge.

The Results

A professional development action plan was elaborated for each one of the 60 managers, based on a careful identification of the specific competences necessary for the success of each managers team. The development plans were linked to key values, competences and strategic goals.