How can information be made public?
How well do you manage to be understood by your new employees, your boss or your colleagues? A leader experiences several communication situations in which he or she needs to popularize information. Being a good popularizer increases one’s credibility and...
Be successful in a new position (quickly)
Have you obtained a new management position in the last few months? If so, have you followed the key steps in order to be successful in a new position, quickly? Many organizations have onboarding programs to understand the organization, processes, etc. That’s...
How do I receive negative feedback?
As a leader, you need to give positive or negative feedback, in a constructive way, to your teams. It is increasingly common, with hierarchical barriers that are lowering, for managers to receive negative feedback not only from their immediate supervisor, but also...
How do you deal with former colleagues?
If you have been promoted to a management role within your team, it means that you will now be the boss of your teammates and therefore manage former colleagues! Most of these colleagues need to recognize your strengths and understand why you got the job. Some other...
5 tips to change perception
If you’re in the mood for a promotion, to be listened to more, or to increase your credibility, but you’re stuck with a reputation that negatively taints the process, you can change the perception that others have of you. Opinions are formed quickly, and...
The right boss
What is a good boss? I came across the following sentence twice in one week: “People leave managers not companies. If you have a turnover problem, look first to your manager.” Although Gallup created this phrase a few years ago,Google confirms that it is...
3 tools to manage the unexpected
Are you experiencing any unforeseen events? And above all, do you have tools to manage the unexpected? Let’s take the following example for the future: “How can the leader of a business meeting with a well-organized agenda remain flexible?” Suppose...
Are you more of a micro-management or macro-management type?
The first paradoxes of management that we saw concerned the manager’s need for hindsight, reflection and planning in an unpredictable and fragmented daily life. For this second part, I propose the paradoxes of management concerning the way in which the manager...
How to manage the risk of delegating?
Many of you tell me that delegating is not always easy, and you are right. You probably know the benefits of delegating, whether for you or your organization, but there is still something that makes you uncomfortable or uncomfortable delegating. I propose a reflection...
Make your organizational changes a success
We often hear it: get people involved and they will buy into the change! To what extent (and how) do you involve people? What is your success rate? I suggest that you put into context the involvement of the people impacted by the change. In my opinion, it starts with...
Two simple tips to increase your team’s productivity
If you’ve ever asked your team how they could increase productivity, I’m willing to bet they’ve told you they need more resources. For example: more human resources, better tools, clearer roles, more efficient processes, etc. And I think those things...
Is your team in solution mode and result-oriented?
Do you feel that your team is in solution mode and result-oriented? Is it sufficiently so? And an element appreciated by the majority of leaders is to feel supported and supported. Are you one of those types of leaders? I bet you do. Here’s how to facilitate and...
7 Steps to Say No Without Making Enemies
It’s not always easy to say no to a boss, a colleague or a friend at work. My clients are often torn between their workload, the number of hours they would like to work and their ambitions. They say “yes” more often because they don’t want to...
3 demobilizing behaviours and what to do to stop them!
Recently, I read about an approach that surprised me from the start, and that by dint of thinking about it ended up finding its place in the panoply of tips that we can use to improve our behaviors as a leader. In other words, it’s about stopping doing...
Managers’ Worst Mistakes – Part 2
In this article, you will see the mistakes managers make when it comes to a difficult task: being human and performing. The leader often hesitates between the two, he seeks his position, he has a natural preference for one or the other, he has beliefs that lead him...
Do you know how to say no?
Anne is often torn between her workload, her balance and her ambitions. Too often, she says “I do” because she doesn’t want to lose a contract, offer a bad service or look bad. In fact, she has a hard time saying no. Saying no takes work. Managers,...
How to delegate successfully?
I learned to delegate because I grew tired of long hours, stress, and negative impacts on my team. Exactly. Themoment I realized the impacts on myself, and the impacts on others, I started to transform my behaviors to have more fun, results and time! It’s been...
Managers’ Worst Mistakes – Part 3
I have never seen a manager in bad faith, only managers who are poorly equipped. And as management is learned on the pitch, inevitably the manager makes several mistakes. The only thing you can control is your attitude to mistakes. In this third part on...
Remain efficient, without running out of steam (delegate differently)
“I’ve always been a good performer… but now I feel like I’m running out of steam… As if I were pedaling endlessly… nevertheless… My methods work! I delegate! The volume of demand is increasing, the number of challenges is...
Grants and professional orders
Our services may be eligible for grants from Emploi-Québec.
Contact us to find out more.
Certificates are available for coaching hours.
and training for most professionals:
Non-exhaustive list: Ordre des ingénieurs du Québec, PMI, Ordre des CPA, Ordre des CRHA, Ordre des ergothérapeutes, Ordre des technologistes médicaux, Ordre des inhalothérapeutes, Ordre des agronomes, Ordre des administrateurs agréés, Ordre des arpenteurs-géomètres.