In a context of remote working (or mask-wearing), where the contact cannot be physical, where we lose a large part of the non-verbal information, it becomes more difficult to capture the emotions of the other, take the temperature of our teams and show empathy. The webcam limits our visual and

Coming out of lockdown, continuing or not to remote work and (re)building team dynamics are bringing a new lot of unanticipated deep issues to address [https://innovation-copilots.ghost.io/the-pains-of-transformation/]. I’ve been hearing recently a lot of questions from managers about how to deal with people’s anger.

I’ve been observing for the past few months how company cultures have been either supporting or hindering the organisation’s ability to deal effectively with the radical change brought on by covid-19. The pressure exerted by our environment or new circumstances is highlighting the best and the worst in

I have heard many stories since the beginning of the lockdown period, about how people dealt more or less effectively, some with ease, some with pain, stress and high emotions. One of the aspects I have noticed was how differently introverts and extroverts handled the situation of lockdown and remote

In this part 4 of #EmotionsAtWork video series, I am sharing a « method » or approach to identifying current emotional patterns in order to start building new ones. Creating emotional strategies allows you to start being unstuck in old ways of thinking and behaving. Would you want to feel frustrated and

When looking at dealing with emotions, ours and others’, it often feels overwhelming. Where do we start? How do we tackle it? And the many tools that are available [https://www.linkedin.com/posts/davidmcleanatgetkeepgrow_management-leadership-humanresources-activity-6648867285006118912-y1NM] may not always fit with who we are or our emotional development priorities. In

In troubled times, things and life don’t always make much sense. In order to bring you a humble speck of clarity about what you and others might be feeling, here is the second video in the #emotionsatwork series: the purpose of emotions. I’ve been sharing about this for

In these days of high emotions and forced introspection, I thought it best to share with you the first two videos from my #emotionsatwork series. This first one (10mins) details the mechanics of emotions. The idea is that with a better understanding and reappropriating our own internal processes, we can

I’ve been seeing for a while a big trend about intuitive leadership [https://www.forbes.com/sites/dedehenley/2019/06/14/why-intuitive-leaders-are-the-most-successful/#17659b567cfb] , especially linked to strategy and innovation. I’m glad that more feminine values are entering the realm of leadership [https://innovation-copilots.ghost.io/innovation-culture-needs-feminine-values/]but I’

Come on, you already know this! Countless articles, researches and studies have shown that to create an innovation culture you need these key feminine values: * Empathy [https://www.icopilots.com/culture-framework] so not only your innovation team can actually understand your customer and connect with your (potential) market; * Intuition so

During the past few years, whether discussing mentoring programmes or cultural transformation with large corporations, I am faced with a disproportionate belief in “tools”. I think I need to clarify that it is not because as consultants we use tools that we sell tools. A keynote from Frédérique PAIN [https:

When I wrote the “Mentoring by FabMob” white paper [https://innovation-copilots.ghost.io/mentoring-by-fabmob-download-the-white-paper], I was already hinting at an example of use of mentoring to facilitate the cultural integration in the case of acquisition of a new entity. I do not wish to go into the well documented difficulties