Gaining, maintaining and developing the trust of colleagues and partners is part of durability. Demonstrating our added value, or the added value of our position, deserving of inclusion, but more importantly, recognized by my peers.
Take a clear position
What my job is for...
Be clear about your role
In company organisational charts (structure, policy, influence, operations, functionality, etc), everyone's role is obvious, but which ...
Learn to formulate impacts (missions) that the position wants or needs to generate in order to communicate its purpose. Links with business strategies become more understandable, internally and externally.
This statement is validated, communicated, choices and decisions are easier to defend, promote or present on the ground.
All that remains is for links to be drawn between the professional function, aspects related to organisation charts and the position's own system of values.
Skills need to be developed to maintain an "ecologically sustainable" balance for the person and their teams.
Workshops are set up to deal with these issues:
- Professional cultural and political context
- Company organisational charts
- My value system and my ability to use these values
Building up professional development
collaborative methods and policies
Regarding the organisation
- What contributions can my position bring to the company's strategy?
- What leverage can I use and which lever can serve to promote the success of projects?
- What skills am I missing?
Regarding teams
- What is the potential?
- Who can take over from me?
- What talents can I promote?
- What is my own added value to the team?
- What am I contributing to my own system of values?
- What is the professional "efforts-results" outcome?
- What is the ration of personal / professional satisfaction?
Workshops are set up to address:
- My mission and corporate values
- My system of values
- Contribution to corporate values every day
- Organisational charts
- The policy dimension as a "resource"