Professional training

Useful in the following situations

1. When I try to do everything I have to do and I can't do it
2. When I feel overwhelmed most of the time
3. When I feel like I'm going to burn out at work and have to take time off
4. When I have difficulty getting started (I go around in circles)
5. When my organizational skills are rather weak and I am looking for more structure
6. When I don't know how to say "no"

Useful in the following situations

1. When manager-leaders must lead significant changes in their organization.

2. When teams show resistance or disengagement in the face of ongoing transformations.

3. When change initiatives do not produce the expected results.

4. When managers need tools to better mobilize their teams.

5. When the organization wants to anchor lasting and strategic changes in its culture.

Useful in the following situations

1. When preparing for strategic planning

2. When developing a strategic marketing communications plan

3. When we want to create alignment in the organization

4. When developing a recovery plan

5. When developing a financing plan

6. When we want to mobilize internal and external stakeholders

Useful in the following situations

1. When managers struggle to effectively coach their employees to achieve goals.
2. When employees lack clarity about the expectations and priorities of their role.
3. When issues or problems within the team are not addressed proactively.
4. When managers find it difficult to support the professional development of their employees.
5. When tensions or lack of accountability are hampering team performance.

Useful in the following situations

1. When the messages delivered do not generate the expected engagement.

2. When there are frequent misunderstandings in exchanges.

3. When teams lack clarity on priorities or goals.

4. When communications are sporadic, improvised and lack coherence.

5. When messages are not tailored to different audiences or contexts.

Useful in the following situations

1. When employees do not perform up to expectations
2. When employees display attitudes that are harmful to the team climate
3. When employees engage in behaviors that undermine collaboration
4. When conflicts persist
5. When we avoid giving difficult feedback for fear of hurting or insulting or making things worse
6. When there is a tendency to introduce new policies to address the failings of a minority

Useful in the following situations

1. When we want to ensure good continuity in DiSC Collaboration or DiSC Management training

2. When we want employees to talk to each other to respect each other better and work productively

3. When you want to create a connection between team members

4. When we want to reduce sources of stress and conflict in the workplace

5. When we want to have concrete ideas to improve working relationships

6. When you want to integrate new staff and give them a DiSC experience

Useful in the following situations

1. When managers struggle to bring out the best in their people

2. When a climate survey indicates a lack of supervision

3. When a new manager takes up his or her post

4. When we want to harmonize approaches in the supervision and management of personnel

5. When a manager needs to improve their relationships with their employees

6. When we want to better equip managers in terms of emotional intelligence

Useful in the following situations

1. When we want to get to know ourselves better
2. When several new people join the team
3. When we want to amplify or improve the climate of collaboration
4. When we want to understand and act on the stressors and motivations of colleagues
5. When you want to build or maintain team spirit
6. When we want to re-establish a climate of trust, respect and appreciation
7. When we want to create better cohesion within the team (team-building)
8. When we want to understand the impact we can have on our colleagues

Useful in the following situations

1. When relationships at work are marked by misunderstandings or emotional tensions.
2. When managers have difficulty adapting to different personalities or situations in their environment.
3. When emotions take over in decisions or interactions.
4. When the team needs a more positive and supportive environment to perform better.
5. When managers want to inspire and influence those around them more productively.

Useful in the following situations

1. When managers and their teams show signs of fatigue, stress or burnout.
2. When the work climate lacks positivity or collective energy.
3. When employees struggle to maintain a balance between performance and well-being.
4. When the organization wants to encourage practices that promote resilience and mental health.
5. When leaders want to embody a positive example of well-being and balance.

Useful in the following situations

1. When meetings are perceived as ineffective, too long or unnecessary.
2. When the objectives of the meetings are unclear and discussions become scattered.
3. When member participation is passive or disengaged.
4. When decisions made in meetings do not translate into concrete actions.
5. When managers lack structure to organize meetings aligned with team priorities.

Useful in the following situations

1. When exploring applying for a leadership position
2. When we want to better understand what is expected of leaders
3. When we want to properly prepare the next generation to occupy a leadership position
4. When we want to equip senior executives to better recruit potential leaders
5. When we want to offer relevant professional development to support future leaders
6. When you want to encourage people to take on leadership positions for the “right reasons”

Useful in the following situations

1. When team members lack trust in each other.
2. When important decisions take too long.
3. When lack of accountability creates frustrations.
4. When priorities are not aligned.
5. When the work climate is marked by unnecessary conflicts or passivity.

Useful in the following situations

• When days are filled with urgent tasks, but strategic priorities are constantly pushed back

• When mental overload and distraction impair efficiency and generate stress

• When traditional time management (planning, prioritizing, delegating) is no longer enough, because the real issue is discipline and the ability to maintain focus

• When constant interruptions, information overload and multiple demands make it difficult to work in a focused and efficient manner

• When you feel like you're always busy, but concrete results aren't there.

Useful in the following situations

1. When we want to develop effective leader-managers
2. When we want to increase our confidence as a manager-leader
3. When we want to rebalance the two complementary roles of management and leadership
4. When we want to succeed in meeting the challenges facing the organization or the sector
5. When you want to have more influence in your workplace
6. When we want to avoid the traps that await us as a manager-leader

Useful in the following situations

1. When teams don't collaborate well or have difficulty working together.
2. When continuous improvement processes are absent or underutilized.
3. When roles and responsibilities are unclear, or there are misunderstandings and wasted time.
4. When accountability is weak and organizational goals are not consistently achieved.
5. When the organization wishes to strengthen its internal dynamics to better achieve its mission and strategic vision.

Useful in the following situations

1. When the organization is going through a period of rapid growth and common benchmarks are crumbling or becoming blurred.

2. When managers struggle to ensure consistency between messages, HR practices and expected behaviors.

3. When management wants to create an environment where values are not just displayed, but embodied in behaviors.

4. When members of the management team do not all have the same understanding of the vision, priorities or roles.

5. When internal meetings multiply without generating the expected commitment, clarity or follow-up.

6. When the organization seeks to strengthen its internal culture to retain its talents and improve its collective impact.

7. When the team wishes to go further in its strategic alignment and refine its collective leadership reflexes.

8. When the organization is doing well, but wishes to consolidate its human foundations to reach a new stage of maturity.

9. When the team wants to move from reactive mode to intentional mode, by creating a supportive and mobilizing management framework.

10. When managers want to build a clear and consistent collaborative culture across all levels of the organization.

Useful in the following situations

1. When you want to overcome your stress in the face of giving difficult feedback
2. When you want to be more confident in approaching sensitive conversations
3. When we pretend that everything is fine instead of really addressing the issues
4. When conflicts or issues are addressed in an awkward manner
5. When seeking to enhance relationships - professional or personal
6. When we want to solve real issues

Useful in the following situations

1. When a team is undergoing renewal (new members, change of leadership, etc.) and wishes to establish or re-establish solid foundations for effective collaboration.

2. When you want to build trust to work more openly within a team.

3. When there are tensions or unspoken issues that hinder the progress of a project or the effectiveness of meetings.

4. When the level of commitment varies from one member to another and this affects collective motivation.

5. When we want to equip a team to have frank, respectful and constructive discussions, even in the event of disagreement.

6. When a high-performing team seeks to strengthen its cohesion and go even further together.

7. When we notice that decisions are made, but not always followed by clear and assumed actions.

8. When we want to create a climate conducive to feedback, where everyone feels comfortable giving it... and receiving it.

Useful in the following situations

1. When we want to mobilize stakeholders around the success of the organization
2. When there is too much focus on governance and/or organizational health
3. When there is an imbalance between the human aspect and the business aspect in the organization
4. When an organization begins a strategic planning process
5. When the organization's results are not achieved
6. When there is a lack of efficiency in the functioning of the organization

Useful in the following situations

1. When employees rely heavily on supervisors to resolve issues
2.  When the advice offered does not appear to be taken up or implemented
3.  When there is a lack of focus and dispersion of energies and resources
4.  When I seem to be disconnected from the management work to be done
5.  When I find myself doing things for others often because it's faster and better done
6.  When employees don't seem to take responsibility

Useful in the following situations

1. When leaders struggle to adapt their leadership style to the specific needs of their employees.
2. When leaders see that their employees are not engaged or motivated by their direction or vision.
3. When leaders face frequent resistance or misunderstandings in their interactions with the team.
4. When leaders realize that their current approach is not achieving expected results in varied or changing contexts.
5. When leaders want to strengthen their ability to effectively mobilize and influence their teams, whatever the context.

Useful in the following situations

1. When you want to rebuild trust after a union conflict.

2. When you want to harmoniously integrate new employees into a unionized environment.

3. When we want to improve communication between management and union representatives.

4. When you want to navigate effectively through major organizational changes.

5. When we want to create a more respectful and collaborative work environment.

Useful in the following situations

1. When there is discord within the team
2. When there is a tense climate in the team
3. When conflicts are swept under the carpet
4. When individuals have difficulty managing their frustrations
5. When there is a high level of stress in the team
6. When there is gossip and politicking in the team