Bruno Collet

As leaders in times of ever-accelerating disruptive change, it is imperative that we commit to the deliberate and continuous improvement both of ourselves and of the organizations we serve. Once enough of us have done this, human-centered organizations that take care of all their stakeholder constituencies - including society at large and the environment - will become the norm. ​ The course leverages varied and complementary learning experiences and approaches, from guided discussions to interactive collaboration, individual reflection, and short lecture bursts. The primary objective is to deepen participant’s understanding of and commitment to exploring the leadership imperative. ​Guided activities help participants reflect on their own leadership style and on how they can put their new leadership skills to use. As explorers of leadership, learners will go on an exciting adventure across three dimensions of leadership: Servant leadership Value creation Transformation

If you want to change people’s behavior, the first step is to understand what causes the current behavior. However, more often than not, we engage in change and transformation without really understanding why people behave the way they do. It’s a bit like having the right answer to the wrong question. The challenge of identifying the causes of behaviors is one of the reasons 70% of transformations fail (McKinsey). The Six Sources of Influence model is a powerful and versatile tool to uncover the sources of behaviors and design effective change strategies. Although the tool is simple, it demonstrated success in complex and dynamic organizations.

Various factors, including but not limited to the effects of the ongoing pandemic and the disruptions it has left in its wake - such as the “Great Resignation” and acute worker shortages - have led organizations to rethink their approach to issues of employee motivation and engagement at a far deeper level than had been the custom so far. The concept of psychological safety in particular has seen an upsurge in interest, by far the biggest surge since Edgar Schein and Warren Bennis first coined the term back in 1969. In this brief webinar, we will distill the thought leadership on the subject from authors and researchers such as Amy Edmondson, Tim Clark, Brené Brown, David Rock, and Matthew Syed to name a few. What we will propose are 3 major behavioral changes that leadership can implement in order to help their organizations attain a level of safety that unlocks peoples’ agency and intrinsic motivation. which in turn are the keys to organizational antifragility and true innovation.