The more interesting the content, the more I forget the person in front of me.

Le feedback, c'est bien. Mais dans quel but ?

"If you are presentable, show us your face!"

The what-it-costs edition Greg McKeown spent years watching capable people say yes to everything. His conclusion: every yes is a trade-off, whether you name it or not. His point is that every option comes with its own problem. Your boss offers you a new project. Say yes, and other work slips while your team carries the extra load. Say no, and you deal with a disappointed boss. Neither option is free. So the real choice is which problem you are ready to live with. I watched th

Après chaque séance de coaching, je relis ce que j'ai raté. En septembre, j'ai écrit un débrief après mes séances. Quelques lignes. Ce qui s'est passé. Ce que j'ai fait. Ce que j'aurais pu faire. Ces notes m'ont montré 2 habitudes : - je glisse vers le mentorat quand on me demande mon avis ; - je pose une question de plus quand il faudrait me taire. Rien de grave. Tout est utile. Un coach sans supervision travaille avec ses angles morts. Ses clients aussi, du coup. C'est le s

The moment I should have stopped asking questions. A session in September. My client was talking about high standards, and something shifted. A belief started to show, right there in the room. And what did I do? I asked another question. A good one, about the team. Off we went, back to the outside world. Feedback, meetings, who does what. Reading my notes later, I could see it. The useful move was to slow down. Name what had just appeared. Stay with it a little longer. This i