Une séance pleine de bonnes questions. Mais est-ce que j'explorais la bonne chose ? Fin septembre, on travaillait sur un niveau d'exigence très élevé. J'ai posé beaucoup de questions. Comment circule le feedback dans l'équipe. Quel niveau de sécurité psychologique. Qui ose dire quoi. Des questions utiles. Toutes tournées vers l'extérieur. En relisant mes notes, je me suis demandé : et la relation de la personne avec ses propres exigences ? D'où elles viennent ? Ce qu'elles pr

Three coaching sessions in one week. Three times, I ended up mentoring. Each client asked the same thing in a different way: "What would you do?" So I stopped and offered a choice. Do you want me as a coach, to help you find your own answer? Or as a mentor, sharing what I have seen in 20 years of management? Each of them chose. But the question stayed with me after. If this happens 3 times in 1 week, it probably comes from me too. Maybe my contracting at the start was less cl

Mon client est arrivé sans sujet. C'était une de nos meilleures séances. Fin septembre : « Je n'ai rien de spécial à travailler aujourd'hui. » La tentation classique : proposer un sujet. J'ai fait autre chose. J'ai repris les thèmes de nos séances précédentes et j'ai demandé lequel résonnait le plus aujourd'hui. La personne a choisi. Et on est arrivé sur ses propres exigences, le niveau qu'elle se fixe. Ensuite seulement, on a défini ce qu'une bonne séance voulait dire pour e

Cal Newport spent years studying how knowledge workers actually produce their best work. His finding: constant availability sits close to the opposite of what real output needs. People who protect unstructured time to look at a problem before acting on it consistently outperform people who stay in constant motion. I watched that finding play out twice this month, in 2 unrelated situations, with the same shape underneath. Both managers had the facts they needed already sitting

This month focused on something I see often: managers and employees can experience the same team very differently. Everything seems to be working. Meetings happen. Targets are met. But beneath the surface, concerns can go unnoticed until they become much harder to address. July explored why that happens and what helps managers see what's really going on. Expert Advice A new director, 5 months into her role. She had rebuilt the team rituals and given regular feedback. From the

This month's conversations with managers kept circling back to the same place: signals that were already there before the departure, before the crisis, before the team stopped moving. Small ones. A meeting that went too smoothly. A top performer who stopped asking questions. A leader who did everything himself because it was faster that way. In this edition, I share what I observed, and what it might mean for your team right now. Expert Advice The meeting ran perfectly. Every