Nr CK Code Type Title

1 Business Sectors
2 E-Commerce
3 VDDB300 Video Does location still matter in the virtual world?

4 VDDB301 video Resistance in the real world and the virtual world

5 VDDB302 video The power of socially observable products

6 VDDB303 video Offline and online competition: the long tail concept

7 VDDB304 video Isolation offline means liberation online

8 VDDB305 video The omni-channel customer

9 VDDB306 video Using the internet to disrupt the value chain

10 VDDB307 video Using the internet to democratise access

11 VDDB308 video Collaborative consumption

12 VDDB309 video Using the internet to match supply and demand

13 VDDB310 video How to develop your digital reputation

14 VDDB311 video Branding in the digital age

15 VDDB312 video The keys to digital marketing success

16 VDMG300 video Get smarter: embrace technology!

17 VDMG301 video Facing the power shift brought on by new technologies

18 VDMG302 video Succeeding in the attention economy

19 VDMG303 video The opportunities of big data

20 VDMG304 video The hourglass market

21 VDMG305 video Facing complexity through collaboration

22 VDMG306 video The "3 C's" for success in the 21st century

23 VDMG307 video Connect digitally with your customers

24 VDMG309 video Keys for a digital company

25 VDMG310 video Occupy both worlds: material and digital

26 VDSM306 video Don’t miss the e-business train!

27 VDSM310 video How to make social media work for you
28 VDSM311 video Attract new customers using social media

29 Change
30 Changing corporate culture
31 LEAD022 Leaders Fostering innovation within a large organisation
Videocast
32 LEAD059 Leaders Hit sexism head-on fast
Videocast
33 LEAD306 Leaders Remember that all rules are invented
Videocast

34 LEAD332 Leaders The power of adopting a different style of business

Videocast
35 OJMH217 Quick Win The 5 steps to corporate cultural change

36 VDCW300 video Why sustainable effectiveness and why now?

37 VDCW301 video There is no such thing as sustainability without agility

38 VDCW302 video Agility and strategic thinking

39 VDCW303 video We want to be just like Google

40 VDCW304 video Change management, as we know it, is dead

41 VDCW305 video Culture eats strategy for breakfast

42 VDCW308 video Sustainable work structures: dumping the job

description

43 VDCW310 video Being an agitator for agility

44 VDCW312 video What is agility?

45 VDED303 video How do you collaborate in unpredictable

environments?
46 VDFC304 video Processes and structures are just as important as
people and culture!

47 VDFC306 video To embrace change, people need both adventure and

safety!

48 VDFT310 video Why organisational culture matters

49 VDFT311 video Diagnose your corporate culture

50 VDFT312 video Diagnose your business dilemma

51 VDFT313 video Reconcile your business dilemma

52 VDFT314 video Define the culture you need to resolve your business
dilemma
53 VDFT315 video Translate values into concrete behaviours

54 VDNL307 video Big data as a belief system

55 Managing change
56 LEAD055 Leaders Don't start a new role too aggressively
Videocast
57 OJMH353 Session V3 Getting the team on board when planning for a change

58 OJMH664 Session V3 Ensuring cooperation: understanding your key

stakeholders

59 OJMH683 Session V3 Getting to grips with a planned change

60 OJMH684 Session V3 Choosing the right strategy for implementing a change

61 OJMH685 Session V3 Organising a planned change

62 OJMH686 Session V3 Change projects: the crucial role of communication

63 OJMH687 Session V3 Day-to-day management of a planned change

64 OJMH688 Session V3 Change leadership: some ethical issues

65 OJMH691 Session V3 Supporting your team members through change

66 OJMH710 Session V3 Taking up the challenge of change

67 VDAE313 video Overcoming resistance to change

68 VDIG303 video 'People resist being changed'

69 VDIG308 video Avoid creating resistance

70 VDMP301 video Our fears aren’t all legitimate

71 VDMP311 video Building a team based on trust

72 Managing turnarounds
73 LEAD79 Leaders Do your due diligence
Videocast
74 VDCH303 video When everything is fine… change!

75 VDCW306 video Agile organisations are not perfect

76 Sharing the vision

77 VDCH317 video What is the purpose of your business?

78 VDFC307 video Don't rely on vision to reinvent your company!

79 Client Orientation
80 Making teams more customer-oriented
81 LEAD042 Leaders Service is the single most important thing
Videocast
82 VDJH300 video Client orientation: the best strategy to gain
competitive advantage

83 VDJH301 video Change your mindset: from market to customer

84 VDJH303 video Client orientation: a global and complete shift

85 VDJH304 video Choose priorities from the customer’s viewpoint

86 VDJH305 video For large companies … customer orientation must

become a top priority

87 VDJH307 video Move from product orientation to customer

orientation: think “customer”
 88 VDJH308 video Be a world traveler

89 VDJH309 video In the next 5 to 10 years, what about companies that

are not client-oriented?
90 Managing customers
91 LEAD101 Leaders Being authentic builds trust with clients
Videocast
92 LEAD116 Leaders Building relationships and trust with clients
Videocast
93 LEAD347 Leaders Communication is more important than delivery
Videocast
94 VDJH302 video Is low cost the opposite of quality of service?

95 VDJH306 video Client orientation leads to improved performance

96 VDMM312video Connection is the key to customer loyalty

97 VDSH300 video Create loyalty by doing more than expected

98 VDSH301 video To the customer, you are the company!

99 VDSH302 video If you want to grow leaders, empower people to act

like leaders

100 VDSH303 video Manage the wait

101 VDSH304 video Play to your team’s strengths

102 VDSH305 video A fast response creates confidence

103 VDSH306 video One to say yes, two to say no

104 Communication
105 Building a brand
106 LEAD229 Leaders Setting the right tone strengthens your brand
Videocast
107 LEAD290 Leaders Ensure you have brand consistency through every
Videocast channel
108 OJMH215 Quick Win How to measure a person's or a brand's influence?

109 VDWC307 video Owning your online image

110 Learning to listen

111 LEAD017 Leaders Don't be a know-it-all
Videocast

112 LEAD038 Leaders Selling is not about talking

Videocast
113 LEAD043 Leaders A rare sales skill
Videocast
114 LEAD070 Leaders The traits of a good manager
Videocast
115 LEAD307 Leaders Develop the ability to listen effectively
Videocast
116 LEAD322 Leaders Leaders need to hear the truth
Videocast
117 LEAD691 Leaders You'll learn more by listening than talking
Videocast
118 OJCA319 Session V3 Asking questions
119 OJCA320 Session V3 Rephrasing

120 OJCA322 Session V3 Active Listening

121 OJCA323 Session V3 Getting to know the different levels of communication

122 OJCA331 Session V3 Key principles of communication

123 OJCA605 Session V3 Identify the different styles of communication

124 OJCA617 Session V3 Showing empathy

125 OJCA618 Session V3 Make your point more effectively

126 OJCA621 Session V3 The influence of your "perception filter"

127 VDAG309 video Beware of misinterpretations!

128 VDMR321 video The importance of face-to-face communication

129 VDWC302 video Grow your network by creating personal connection

130 Managing conflicts

131 OJCA324 Session V3 Understanding the process of conflict

132 OJCA325 Session V3 Dealing with interpersonal crisis

133 OJCA326 Session V3 Being aware of the role you play in a conflict

134 OJCA614 Session V3 Resolving tension using the DESC method

135 VDMM308video Resolving conflicts through shared reality

136 VDPL305 video Understanding the benefits of conflict

137 VDPL306 video Achieving commitment

138 VDPL312 video The dangers of avoiding conflict

139 VDPL313 video Conflicts can be healthy

140 VDPL317 video Resolving conflicts

141 Mastering external communication
142 LEAD033 Leaders If you care and are truthful, your clients will be happy
Videocast
143 LEAD060 Leaders Putting great customer service at the heart of your
Videocast business

144 LEAD120 Leaders Experiences of being a woman in the workplace

Videocast

145 LEAD685 Leaders Keeping things interesting is paramount

Videocast

146 VDAF300 video Virtual doesn’t mean antisocial!

147 VDAF301 video Direct interactions are not always best!

148 VDAF302 video Cutting and pasting kills innovation and problem
solving

149 VDAF303 video Changing organisational culture is a holistic process!

150 VDAF304 video Stop never-ending email threads

151 VDAF305 video Pick your technology and stick with it!
152 VDAF306 video Think before you send!

153 VDAF307 video Give yourself an offline moment!

154 VDAF308 video Strong communication is culturally contextualised

155 VDAF309 video Improving your writing means improving your critical
thinking

156 VDAF310 video Proximity, privacy and permission for digital

collaboration

157 VDAF311 video When conflicts arise, “slow” communication is best!

158 VDAF312 video Ensuring engagement and connection in a digital world

159 VDAF313 video Embrace a design thinking mindset

160 Mastering internal communication

161 LEAD095 Leaders The danger of miscommunication
Videocast

162 LEAD920 Leaders Selling a new idea internally

Videocast
163 LEAD938 Leaders Treat your employees like grown-ups
Videocast
164 OJNE601 Session V3 How to find arguments

165 OJNE602 Session V3 Adding strength to your arguments

166 OJNE603 Session V3 Questions that make people say yes

167 OJNE604 Session V3 How to ask questions that lead to a “yes” answer

168 OJNE605 Session V3 How to respond when faced with objections

169 VDAG300 video Give voice to end-users

170 VDIG314 video Improve communication within your team

171 VDNL314 video The recipe for successful online collaboration

172 Running effective meetings

173 LEAD056 Leaders Meet face-to-face at the beginning of a relationship
Videocast

174 LEAD321 Leaders Sometimes taking a risk is the safest thing

Videocast

175 Succeeding as an occasional trainer

176 OJMH694 Session V3 Running a training session: how to prepare for it
177 OJMH695 Session V3 Building a path for your training session

178 OJMH696 Session V3 Using teaching techniques effectively

179 OJMH697 Session V3 Successfully running a training course

180 OJMH698 Session V3 Adapting teaching principles to the participants’ profile

181 Successful public speaking

182 LEAD256 Leaders People buy people first
Videocast
183 LEAD333 Leaders Speaking beats reading
Videocast
184 OJCA329 Session V3 Preparing your public speech

185 OJCA330 Session V3 Capturing and keeping your audience’s attention

186 OJMH701 Session V3 Using visual aids effectively in presentations

187 VDMK324 video Tell stories

188 VDWC300 video Reinforce team dynamics with authoritative speaking

189 VDWC301 video Engage your audience through storytelling

190 Win-win negotiations
191 LEAD994 Leaders Everybody involved in a project needs to derive value
Videocast from it
192 OJNE609 Session V3 Figure out your negotiating style

193 OJNE610 Session V3 How to avoid haggling or positional bargaining

194 OJNE611 Session V3 Maintaining a good working relationship when

negotiating

195 OJNE612 Session V3 Getting ready to negotiate

196 OJNE613 Session V3 Understanding the mutual gains approach

197 VDAG307 video Don't lobby, ask for advice!

198 VDAM310 video Practising win-win negotiation

199 Developing Talents
200 Career management
201 LEAD054 Leaders It's OK to be an ambitious and driven woman
Videocast
202 LEAD122 Leaders Seek a career that is nourishing, not demanding
Videocast
203 VDAW316 video Are you a people developer?

204 VDCH330 video Helping your staff prepare for retirement

205 VDJM303 video Role-hopping or job-hopping?

206 VDMH305 video Gen Y and the reward system

207 VDMH306 video GenY's approach to work

208 VDMH307 video GenY: committed but always looking outward

209 VDMH308 video Train to retain

210 VDMH309 video Guiding staff through a job transition

211 VDMH310 video Provide both challenges and opportunities for

development

212 VDMH311 video Invest in GenY's personal development

213 Developing leaders

214 VDAG304 video The star in each of us
215 VDAM319 video Fostering risk-taking

216 VDAW305 video The leaders of tomorrow are not the "heroes" of
yesterday

217 VDCH306 video Show your people the way to more independence

218 VDMK305 video Distribute leadership

219 VDMK322 video Plan for your succession

220 VDMK323 video Develop leaders in your team

221 VDMO306 video Work experiences matter just as much as personal

experiences

222 VDSS306 video Manage beyond knowledge and skills

223 Fostering independence
224 LEAD016 Leaders Empower teams if you want great results
Videocast

225 LEAD031 Leaders Leadership means taking responsibility

Videocast
226 LEAD124 Leaders Give your team their own sense of ownership
Videocast

227 LEAD135 Leaders Give people responsibility, and give it early

Videocast
228 LEAD246 Leaders Developing young talent
Videocast
229 LEAD376 Leaders Why teaching is like leading
Videocast
230 LEAD590 Leaders Give individuals responsibility
Videocast
231 LEAD717 Leaders Tell people what to do, not how to do it
Videocast
232 LEAD725 Leaders Young people can make anything happen
Videocast
233 OJMH678 Session V3 Choosing which skills to develop in your team

234 OJMH679 Session V3 Developing skills through training

235 OJMH680 Session V3 Developing skills by delegating

236 OJMH681 Session V3 Developing your team’s skills through individual

coaching: the GROW approach

237 OJMH682 Session V3 Organising work so that it acts as training

238 OJMH690 Session V3 Giving constructive feedback

239 VDIG305 video Giving freedom of decision

240 VDIG313 video Appeal to the 'adults' in people

241 VDSS303 video Trust your young leaders

242 Giving feedback

243 LEAD047 Leaders Fly your own flag because no one else will
Videocast
244 LEAD100 Leaders Understand how people like to be treated
Videocast
245 LEAD119 Leaders Helping your people advance in their careers
Videocast

246 LEAD250 Leaders Notice the good things that people do

Videocast
247 OJMH692 Session V3 Congratulating a colleague

248 OJMH693 Session V3 Successfully managing a personal development

interview

249 VDAK300 video The importance of prompt feedback

250 VDCH309 video Are you using the stroking formula?

251 VDEL305 video How to make sure you get customer feedback

252 VDMK319 video Tell people the truth

253 VDMK328 video Share around the credit for successes

254 VDMM300video Don’t judge: make factual observations

255 Mentoring and coaching

256 LEAD011 Leaders The traits of a great mentor
Videocast
257 LEAD020 Leaders A good mentor challenges you
Videocast
258 LEAD023 Leaders Help people spot their own talent
Videocast
259 LEAD026 Leaders The value of executive coaching
Videocast
260 LEAD027 Leaders The value of having a great mentor
Videocast
261 LEAD049 Leaders Support women at the early stage of their careers
Videocast
262 LEAD053 Leaders Former bosses can make great mentors
Videocast
263 LEAD096 Leaders The importance of a mentor for your development
Videocast

264 LEAD131 Leaders The value a mentor can add

Videocast
265 LEAD72 Leaders A lifetime of developing talent
Videocast
266 LEAD73 Leaders Lessons from a great mentor
Videocast
267 LEAD759 Leaders Good bosses value their people's opinions
Videocast
268 LEAD767 Leaders A supportive boss
Videocast

269 OJMH434 Session V3 Changing behavior

270 OJMH634 Session V3 Psychology in Management

271 OJMH636 Session V3 How to improve your coaching by understanding

people better
272 OJMH640 Session V3 Fundamental coaching tools

273 OJMH641 Session V3 When should you coach? When should you manage?

274 TTWB301 Session The Understand how well-being at work relates to me as a

Team manager

275 TTWB302 Session The Assess the level of healthy performance in my team
Team

276 TTWB303 Session The Set a well-being framework for your team
Team

277 VDJA302 video Behind a Great Leader There is Always a Coach

278 VDMK315 video Help people to change

279 VDMK331 video Understand your colleagues

280 VDMO300 video Reverse mentoring closes the generational gap

281 VDPL323 video Challenging your peers from a place of vulnerability

282 VDPL327 video Putting collective goals before ego

283 VDTH302 video The virtues of reverse mentoring

284 VDTH303 video 5 tips to make reverse mentoring work

285 VDTH304 video How can you find your reverse mentor?

286 VDTH306 video Reverse mentoring: an unexpected retention method

287 Training
288 BSRH624 Session V3 Developing Talent

289 LEAD097 Leaders Use the right talent to balance your team
Videocast
290 LEAD117 Leaders The importance of constant encouragement
Videocast
291 LEAD223 Leaders Invest in training your people
Videocast
292 VDRH302 video Technology for training effectiveness

293 VDRH311 video Just-in-time training

294 Work-life balance

295 VDMK301 video Let go

296 VDMK313 video Work intelligently

297 VDMK329 video Take care of yourself

298 VDMK330 video Carpe diem

299 VDMK333 video Find your tipping points

300 VDTB309 video It's the journey, not the destination

301 Driving Operations

302 Health and Safety Issues
303 VDAE302 video Why psychological safety leads to sustained
performance

304 VDAE303 video Speaking up for worker safety

305 VDAE304 video The dangers of excessive confidence in authority

306 VDAE314 video Eliminating sexual harassment from the workplace

307 Managing supply

308 VDAM318 video Integrating with suppliers

309 VDMF300 video Hear the voice of customers

310 VDMF301 video Supply chain: keep it simple!

311 VDMF302 video Supply chain: look at your competitors

312 VDMF303 video Segment your supply chain

313 VDMF304 video Cooperating along the supply chain

314 VDMF305 video The supply chain must support the strategy

315 VDMF306 video Beware of the slow-moving products!

316 VDMF307 video Reconcile logistics and sales

317 VDMF308 video Segment your service level

318 VDMF309 video Collaborate on logistical solutions

319 VDMF310 video Anticipate to cut logistical costs

320 VDMF311 video No shortage allowed

321 VDMF312 video Differentiated 'on time in full'

322 VDMF313 video Discipline is the key to logistics

323 VDMF314 video Reconciling logistics and management

324 VDMF315 video Supply chain: global and local

325 Optimizing operations performance

326 OJCP630 Session V3 Lean philosophy

327 OJCP631 Session V3 Measuring processes for improvement

328 OJCP632 Session V3 Quality at the source

329 OJCP633 Session V3 One-piece flow

330 OJCP634 Session V3 Just in Time

331 OJCP635 Session V3 Cellular layout

332 OJCP636 Session V3 Continuous improvement

333 VDAM300 video Process reviews

334 VDAM301 video Perform simple experiments

335 VDAM305 video Mid-management is the key

336 VDAM317 video Solving problems

337 VDGA300 video Prevent mistakes before they happen

338 VDGA301 video Yesterday's solutions must be tomorrow's problems

339 VDGA302 video Use digital technologies to gain in visibility

340 VDGA303 video Try cellular layout for improvement and growth

341 VDGA304 video Digital technology eliminates even more waste!

342 VDGA305 video To be Lean, take a walk

343 VDGA306 video Hold your horses, improvement takes time!

344 VDGA307 video Going Lean: can your organisation do it alone?

345 VDGA308 video Use front-line staff as a second pair of eyes

346 VDGA309 video If you want to see waste, look at a Coke can!

347 VDGA310 video Don't push, pull!

348 VDRH312 video Make data available to everyone

349 Entrepreneurship
350 Building the business
351 BSST118 Session V3 The 4 stages of market development

352 BSST318 Session V3 Analysing market dynamics

353 LEAD580 Leaders Have a strong central idea, then be determined

Videocast
354 LEAD77 Leaders You have no business without trust
Videocast
355 LEAD940 Leaders Finding your place in an ecosystem
Videocast

356 VDAM304 video Going beyond planning and execution

357 VDAM306 video Sense and respond

358 VDAM313 video Finding good business partners

359 VDAM314 video Building business partnerships

360 VDAM315 video 'Leave something on the table'
361 VDJK305 video 7 components of a good business plan
362 VDJK307 video How distinctive is your offering?
363 VDJK308 video Set clear milestones and assess your risks

364 VDJK309 video Market analysis - are you sure of your sales and
distribution plan?
365 VDJK310 video Protect your IP

366 VDJK311 video Management: build a team not, a group of individuals

367 VDJL301 video Routine kills business

368 VDJL302 video Stop missing business opportunities

369 VDJL303 video Be smarter in business

370 VDJL305 video Find the optimum value match

371 VDJL306 video Address the customer's visible problem

372 VDJL310 video Innovate easily, every day, everywhere

373 VDJL311 video Know the real value of your customers

374 VDJL312 video The big potential behind small transactions

375 VDJL313 video Select your customers

376 VDJL314 video Changing target customers

377 Developing your entrepreneurship

378 LEAD040 Leaders Seeing the need that nobody else sees
Videocast
379 LEAD939 Leaders Overcoming challenges by having the courage of your
Videocast convictions

380 VDCH319 video The butterfly economy: small is beautiful

381 VDCH320 video The butterfly collective – a flexible organisation

382 VDDC311 video What is intrapreneurship?

383 VDDC312 video How can you innovate without breaking the bank?

384 VDDC313 video Start a side venture to advance in your career

385 VDDC315 video Inject some creativity into your work

386 VDDC316 video Build a mentor board of directors

387 VDDC317 video Intrapreneurs and risk-taking

388 VDDC318 video An intrapreneur breaks the rules

389 VDDC319 video Professional development: the buck stops here!

390 VDJK300 video Focus on real needs

391 VDJK304 video The art of presenting a business plan

392 VDJK313 video Show perseverance and commitment
393 VDJK314 video Be passionate

394 VDJK315 video Be aware of your strengths and weaknesses

395 VDJK316 video A good entrepreneur must have a vision

396 Driving financial aspects

397 BSCG301 Session V3 Management control: managing performance

398 BSCG305 Session V3 Understanding the principles of the forecasting

process
399 BSCG309 Session V3 Drawing up and managing a budget

400 BSCG311 Session V3 Cost price: from partial costs to full costs

401 BSFI335 Session V3 The 3 keys of finance

402 BSFI336 Session V3 Measuring profitability

403 BSFI337 Session V3 Evaluating financial equilibrium

404 BSFI338 Session V3 Analysing liquidity

405 BSFI339 Session V3 Mastering valuation basics

406 BSFI340 Session V3 Managing with value creation levers

407 BSFI341 Session V3 Creating value on a daily basis

408 BSFI601 Session V3 What is a balance sheet?

409 BSFI602 Session V3 Using the economic balance sheet to understand

business cycles

410 BSFI603 Session V3 What is an income statement?

411 BSFI625 Session V3 Introduction to financial statements

412 BSFI633 Session V3 What is a “by-function” income statement?

413 LEAD243 Leaders Don't hesitate to close a failing business

Videocast
414 VDJK301 video Preparing an opportunity cost analysis

415 VDJK306 video Always check the market potential

416 VDJK312 video Take care with your cash flow predictions

417 Starting up
418 LEAD906 Leaders Find a business partner who shares your moral
Videocast compass
419 Ethics and Responsibility
420 Corporate governance
421 VDCH326 video Who is your business working for?

422 VDLB300 video Avoiding the pitfalls of external growth

423 VDLB305 video Can your strategy withstand business cycles?

424 VDLB308 video The concept of countervailing powers

425 VDLB309 video Don’t take external audits lightly!

426 VDLB310 video Effective internal control

427 VDLB311 video Steering clear of conflicts of interest

428 VDMR310 video Women and the need for cooperation

429 Corporate social responsability

430 BSST329 Session V3 Understanding the challenges of corporate
responsibility and of sustainable development

431 LEAD010 Leaders Responsible leadership means engaging with your

Videocast community
432 LEAD012 Leaders Today's talent is attracted to ethical businesses
Videocast
433 LEAD312 Leaders Facing a tough ethical dilemma
Videocast
434 VDLB303 video Make sustainability a key to success

435 VDLB304 video The green economy is everybody’s business

436 VDMJ304 video How to design your workplace green policy

437 VDMR300 video Make space for altruism in your business

438 VDMR317 video The caring economy

439 VDMR318 video Look beyond immediate profit

440 Ethics
441 LEAD046 Leaders Risk only money
Videocast
442 LEAD1017 Leaders True leaders have to take responsibility for their
Videocast actions
443 LEAD222 Leaders Aspire to be fair to people
Videocast
444 LEAD259 Leaders Do the right thing, however difficult
Videocast
445 LEAD284 Leaders Good supplier relationships will get you through tough
Videocast times
446 LEAD379 Leaders Never compromise your values
Videocast
447 LEAD735 Leaders A difficult ethical decision
Videocast
448 LEAD737 Leaders Leaders need moral courage
Videocast
449 LEAD751 Leaders Making a difficult judgement call
Videocast
450 VDEL303 video How should you set goals?

451 VDFC309 video Sustainability as an intrinsic motivator

452 VDMR322 video Give your team the scope to be caring

453 VDRH309 video Ensuring ethical data practices

454 Finance
455 Creating value
456 VDMB300 video Hey, do you know the cost of money for your
business?
457 VDMB301 video Financial forecasts: forget your crystal ball!

458 VDMB302 video Are you sure you are creating value?

459 VDMB303 video Do you get the full financial picture of your business?

460 VDMB304 video Value-based management for dummies

461 VDMB305 video Working capital: it’s your responsibility too!

462 VDMB306 video Finance people: are you sure you are strategic
partners?
463 VDMB307 video Finance is too important to be left only to finance
people
464 VDMB308 video How much debt is good for you?

465 VDMB309 video The 7 deadly sins of M&As

466 VDMB310 video The company as a finance pump
467 VDMB311 video Why are companies dying?
468 VDMB312 video Earnings per share: forget about it!

469 VDMB313 video Creating value in the digital age

470 VDMB314 video Using financial engineering to gain a competitive edge

471 VDMB315 video How does finance deal with innovation?

472 Managing cash

473 BSFI315 Session V3 What is working capital?

474 Managing costs

475 BSCG303 Session V3 What is a cost?

476 BSCG304 Session V3 Cost price: from full costs to the ABC method

477 BSFI307 Session V3 How to analyse an income statement

478 BSFI334 Session V3 How do you analyse a by-function or by-purpose

income statement?

479 BSFI619 Session V3 What is the cash flow statement?

480 Mergers and acquisitions

481 BSFI309 Session V3 How to calculate a company's breakeven point

482 BSFI604 Session V3 Intermediate margins

483 BSST123 Session V3 Choosing between internal and external growth

484 BSST320 Session V3 The keys to the success of a corporate strategy

485 BSST323 Session V3 Expanding a company through external acquisitions

486 LEAD015 Leaders Managing cultural fit post-merger

Videocast
487 Global Business
488 International business
489 LEAD104 Leaders The challenges of managing across time zones
Videocast
490 LEAD288 Leaders Human interaction is key in the global market
Videocast
491 LEAD316 Leaders Risk and opportunity in emerging markets
Videocast
492 LEAD795 Leaders Getting full benefit from your global network
Videocast
493 LEAD797 Leaders Global companies need consistent levels of quality
Videocast
494 Working across cultures
495 LEAD028 Leaders Immerse yourself in the culture of the country where
Videocast you are working

496 LEAD048 Leaders Be aware of cultural nuances

Videocast
497 LEAD062 Leaders Understand the culture of the country you're
Videocast operating in
498 LEAD74 Leaders Tips for working abroad
Videocast
499 LEAD992 Leaders Living in different countries is invaluable
Videocast

500 OJMH216 Quick Win Dealing with the challenge of intercultural

collaboration
501 OJMH411 Session V3 Recognising cultural difference
502 OJMH412 Session V3 The influence of culture upon people

503 OJMH413 Session V3 The influence of culture upon organisations and

working approach

504 OJMH414 Session V3 Building trust across cultures

505 OJMH415 Session V3 Six key competencies for working across cultures

506 OJMH416 Session V3 Remote Communication across cultures

507 VDFT300 video Understanding the deeper layers of culture

508 VDFT301 video Navigating between universalism and particularism

509 VDFT302 video The clash between group-focused and individual-
focused cultures

510 VDFT303 video Dealing with emotions across cultures

511 VDFT304 video Specific vs diffuse cultures

512 VDFT305 video Achieved vs ascribed cultures

513 VDFT306 video The sequential vs synchronic dilemma

514 VDFT307 video “Take control” vs “go with the flow” cultures

515 VDFT308 video How can you reconcile a cultural dilemma?

516 VDFT309 video How to implement solutions to reconcile cultural

differences

517 VDNE300 video No intercultural skills, no international business

518 VDNE301 video Be aware of the influence of your own culture

519 VDNE302 video Get out of the mess of multicultural context

520 VDNE303 video Home, work, travel: develop your intercultural mindset
521 VDNE304 video Don't miss the intercultural train

522 VDNE305 video Have you given yourself the resources you need to
attain your international ambitions?

523 Human Resources

524 Hiring
525 BSRH625 Session V3 Attracting and Retaining Talent

526 LEAD021 Leaders Always hire for attitude

Videocast

527 LEAD052 Leaders If you fail to prepare, you prepare to fail

Videocast
528 LEAD058 Leaders Don't make promises that are too hard to keep
Videocast
529 LEAD068 Leaders Being aware of bias in the interviewing process
Videocast
530 LEAD071 Leaders Standing up to gender bias in the workplace
Videocast

531 LEAD127 Leaders Don't be afraid to ask for help when starting a new
Videocast role
532 LEAD310 Leaders Try to work with people before you hire them
Videocast
533 LEAD311 Leaders There are no short cuts in a good hiring process
Videocast
534 LEAD799 Leaders The importance of cultural fit when hiring
Videocast

535 LEAD936 Leaders Attitude is more important than intellect

Videocast
536 OJMH902 Session V3 Recruiting a new entrant

537 OJMH903 Session V3 How to prepare for a recruitment interview with an

experienced executive

538 OJMH904 Session V3 Conducting a recruitment interview with an

experienced executive
539 OJMH905 Session V3 Concluding the recruitment process

540 VDAW300 video How to address women, in order to attract all possible
assets

541 VDAW307 video Make attractive job offers

542 VDCH323 video The organisation graduate school

543 VDCH331 video The inside out organisation

544 VDEL304 video Benefits and perks for the 21st century

545 VDEL308 video How to reap the benefits of outsourcing

546 VDEL311 video How should recruiters approach interviews?

547 VDIG312 video Recruit 'adults'

548 VDJM302 video The death of the résumé

549 Managing diversity

550 LEAD013 Leaders Diversity is about access to opportunity
Videocast

551 LEAD024 Leaders Redressing micro-inequalities about gender in

Videocast organisations

552 LEAD081 Leaders Overcoming gender challenges in the workplace

Videocast
553 OJMH204 Quick Win Unconscious bias – we all have it

554 OJMH205 Quick Win What should organisations do about unconscious bias?

555 OJMH430 Session V3 Better performance with diversity

556 OJMH431 Session V3 Are you ready for diversity?

557 OJMH432 Session V3 Implementing diversity into your daily working life

558 OJMH433 Session V3 Managing diversity

559 TTIG301 Session The Understand generations at work

Team

560 TTIG302 Session The Communicate across generations

Team
561 TTIG303 Session The Manage different generations
Team

562 TTIG304 Session The Lead a mixed-generation team

Team

563 VDAW303 video Promoting women: a specific skill

564 VDAW304 video The myth of the "glass ceiling"

565 VDCM300 video Is your business aligned with the diversity of your
market?
566 VDCM302 video Diversity: people at the top really can make a
difference!
567 VDCM303 video Diversity is your responsibility too

568 VDCM305 video Embrace diversity personally

569 VDCM306 video Diversity: are you a role model?
570 VDCM307 video Diversity is profitable

571 VDCM308 video Diversity: look at all the strands!

572 VDCM309 video Diversity affects us all!

573 VDCM310 video Ignore diversity at your peril!

574 VDTH305 video Let’s work on unconscious bias together

575 Preventing conflicts

576 VDMR320 video The importance of context

577 Retaining
578 BSRH622 Session V3 Optimising your Compensation and Benefits
Programme

579 LEAD959 Leaders Managing the modern workforce

Videocast
580 OJMH200 Quick Win How to become an experiential organisation (and stay
that way!)

581 VDED300 video Secrets to retaining top talent

582 VDEL307 video The benefits of staff turnover

583 VDRH310 video Talent retention: the key to survival

584 Working across generations

585 VDAD311 video Different generations offer more opportunities for
development

586 VDJM301 video Can you imagine being managed by your children?

587 VDMO301 video Don't let knowledge and expertise escape!

588 Innovation and Creativity

589 Creating a culture of innovation
590 BPRH200 Quick Win How to think intrapreneurially
591 LEAD014 Leaders Fostering an intrapreneurial spirit
Videocast

592 LEAD051 Leaders Innovation flourishes where passion meets need

Videocast
593 LEAD114 Leaders Getting the right company culture to help innovation
Videocast flourish
594 LEAD130 Leaders Fostering a culture of innovation
Videocast
595 LEAD132 Leaders Spreading innovation throughout the business
Videocast
596 LEAD144 Leaders Fostering a culture of innovation
Videocast

597 LEAD146 Leaders Ideas are not the answer, ideas that work are
Videocast
598 LEAD296 Leaders Developing a more innovative corporate culture
Videocast
599 LEAD324 Leaders Innovate by putting yourself at the heart of the
Videocast problem
600 LEAD61 Leaders The first condition of innovation is enthusiastic people
Videocast
601 LEAD747 Leaders Innovating to grow a business
Videocast
602 LEAD918 Leaders Building a culture of deliverable innovation
Videocast

603 LEAD919 Leaders Innovation is not just about good ideas

Videocast
604 OJIV210 Quick Win Designing solutions for the right problems
605 OJIV211 Quick Win Organising an ideation session
606 OJIV212 Quick Win Troubleshooting a product problem
607 OJIV213 Quick Win The design thinking process
608 OJIV306 Session V3 Getting ideas flowing
609 OJIV307 Session V3 Helping to implement ideas

610 OJIV308 Session V3 Acknowledging your colleagues’ ideas

611 OJIV309 Session V3 Helping develop complex ideas in your company

612 OJMH207 Quick Win Motivating for innovation

613 VDAE301 video The value of a culture of candour

614 VDAE311 video The science of failure

615 VDAE312 video Designing a smart pilot

616 VDAM324 video Fostering creativity in a thought-driven world

617 VDED305 video Think outside the silo

618 VDED306 video Killing two birds with 110 million users 

619 VDFC301 video Find the third solution!

620 VDFC302 video Does expertise kill creativity?

621 VDFC303 video The power of rituals and symbols in the creative
journey

622 VDMO304 video Start thinking of your physical work environment as a

person

623 VDNH300 video What is design thinking?

624 VDNH301 video Problem finding: look at the root cause

625 VDNH302 video Problem framing: look at it from different perspectives

626 VDNH303 video Problem solving

627 VDNH304 video Ethnographic research: adopt a human-centric

approach

628 VDNH305 video The virtues of prototyping

629 VDNH306 video The art of testing

630 VDNL317 video How can smaller organisations tap into

crowdsourcing?
631 VDNL318 video From problem-solvers to solution-seekers

632 Developing creativity

633 BCIV601 Session V3 Walt Disney and the art of making ideas a reality

634 LEAD134 Leaders Have a plan to measure success early on in a new role
Videocast
635 LEAD325 Leaders Crank up the pressure in workshops to solve a problem
Videocast
636 LEAD330 Leaders The only creative technique that works
Videocast
637 OJIV304 Session V3 Involvement techniques for effective meetings

638 OJMH669 Session V3 Leading a brainstorming session

639 TTCR301 Session The Ask the right creative questions

Team

640 TTCR302 Session The Make creative ideas emerge

Team

641 TTCR303 Session The Take a creative approach

Team

642 TTCR304 Session The Boost group creativity

Team

643 VDAG303 video Don't brainstorm, brain write !

644 VDFC300 video Unused space fosters creativity and collaboration

645 VDFC305 video Traditional meetings destroy the collaborative culture

we seek!
646 Inventing and launching
647 LEAD1076 Leaders Give your customers an 'aha' moment
Videocast
648 VDAM320 video The fallacy of disruption-focused thinking

649 VDCT300 video Creating the future

650 VDCT301 video Winning in Emerging Markets with Reverse Innovation

651 VDCT302 video The execution side of innovation

652 VDCT303 video Anticipating conflict between innovation and

operations
653 VDCT304 video Going beyond continuous improvement

654 VDCT305 video The limitations of scripted innovation processes

655 VDCT306 video The myth of the innovation hero

656 VDCT307 video Manage innovation differently from ongoing

operations
657 VDCT308 video Build a dedicated innovation team

658 VDCT309 video Facilitate cooperation between innovation and

operations
659 VDCT310 video Make specific plans to test your innovation hypothesis

660 VDCT311 video How to appraise innovation leaders

661 VDNL304 video Overcoming “not invented here”

662 VDNL305 video Give a voice to crowdsourced ideas

663 VDNL306 video Is crowdsourcing right for your organisation?

664 VDNL308 video Achieving the sweet spot of crowdsourcing

665 VDNL309 video For crowdsourcing, relevant knowledge is key

666 VDNL312 video Motivating the crowd to make a contribution

667 VDNL313 video Do crowdsourcing and IP mix?
668 VDNL315 video Motivating people to produce what they don’t
consume
669 VDNL316 video Crowdsourcing or consulting?

670 Leadership
671 Decision-making
672 BCEP304 Session V3 Hints for better decision-making

673 BSST201 Quick Win Is what you see all there is?

674 LEAD065 Leaders Involvement is motivational

Videocast
675 LEAD066 Leaders Make decisions that will allow you to sleep at night
Videocast
676 VDAJ310 video Allow your employees to say no

677 VDAW311 video Risk management: a question of hormones?

678 VDAW315 video Decision-makers: when to let others do the talking

679 VDJA306 video Make time Your Ally When Making Decisions

680 VDJE300 video Differentiate decision-making errors

681 VDJE301 video Identify dangerous decision-making errors

682 VDJE302 video The correct decision-making process

683 VDJE303 video What opportunities might a decision create?

684 VDJE304 video Accelerating the decision-making process

685 VDJE305 video Taking intermediate decisions

686 VDJE306 video Anticipate competitors' decisions

687 VDJE307 video Learn lessons from your mistakes
688 VDJE308 video Encourage ownership of decisions

689 VDJE309 video Decisions and the business life cycle

690 VDJE310 video The timing of decisions

691 VDJE311 video Aim for temporary advantages when making decisions

692 VDJE312 video Don't favour efficiency over flexibility

693 VDOS300 video The “war-gaming” technique

694 VDOS301 video Overcome the planning fallacy

695 VDOS302 video Re-anchor your next budget meeting

696 VDOS303 video Don't fall victim to bidding fever

697 VDOS304 video Better a pre-mortem than a post-mortem

698 VDOS305 video Widen your options to make better decisions

699 VDOS306 video Best practices: handle with care!

700 VDOS307 video Never ask a barber if you need a haircut

701 VDOS308 video The anti-portfolio technique

702 VDOS309 video An objective test is a winning test

703 VDOS310 video Preventing groupthink

704 VDOS311 video Resist the lure of the short term

705 VDOS312 video Overcoming confirmation bias

706 VDPL322 video Cascading the results of a meeting

707 VDRH305 video Big data is your responsibility!

708 Effective implementation

709 OJEP302 Session V3 Setting clear, achievable goals

710 OJEP601 Session V3 What is a good goal?

711 VDAJ303 video How to get things done your way?

712 VDAJ313 video Boost motivation, use the Kudo-box

713 VDAJ316 video Before you change, find the inner fire

714 Leadership attitudes

715 BSRH627 Session V3 What is Shared Leadership?

716 BSRH628 Quick Win How Can Organisations Develop Shared Leadership?
717 LEAD025 Leaders Taking a new leadership role
Videocast

718 LEAD044 Leaders Instilling a sense of pride in your people

Videocast
719 LEAD045 Leaders Day-to-day leadership
Videocast

720 LEAD064 Leaders As a leader, the interests of the company are

Videocast paramount

721 LEAD1024 Leaders Most people will tell you the answer if you let them
Videocast speak
722 LEAD111 Leaders Work with the resources that already exist within your
Videocast team
723 LEAD257 Leaders The essence of leadership is self-awareness
Videocast
724 LEAD300 Leaders Staying connected to the pulse point of your
Videocast organisation

725 LEAD69 Leaders It's important to make a difference

Videocast
726 LEAD707 Leaders You can't hide inside your own job
Videocast

727 LEAD954 Leaders Make it OK for people to adopt different leadership

Videocast styles
728 LEAD955 Leaders Modify your leadership style to suit the situation
Videocast
729 LEAD957 Leaders Understand the circumstances in which you as a leader
Videocast thrive
730 OJMH760 Session V3 The principles of Management 3.0

731 OJMH761 Session V3 How to motivate people (and how not to)

732 OJMH762 Session V3 How to collaborate (and how not to)

733 OJMH763 Session V3 How to empower people (and how not to)

734 OJMH764 Session V3 How to boost self-development and innovation (and

how not to)

735 OJMH765 Session V3 How to give feedback (and how not to)

736 OJMH766 Session V3 How to better measure performance (and how not to)

737 OJMH767 Session V3 How to learn from failures and successes (and how not
to)

738 TTCX301 Session The Understand your manager

Team

739 TTCX302 Session The Adapt to increasingly complex environment

Team
740 TTCX303 Session The Succeed in a complex environment
Team

741 TTCX304 Session The Identify your strengths

Team

742 TTCX305 Session The Take action to develop your strengths

Team

743 VDAG302 video The quiet leadership style

744 VDAJ301 video Boost self-development within your team

745 VDAJ302 video The truth behind your organisational culture

746 VDAJ304 video Recipes for a great manager!

747 VDAJ306 video Stop negotiating, use a Salary formula

748 VDAJ307 video Use stories to strengthen your values

749 VDAJ308 video Get rid of bonuses, make use of peer crediting

750 VDAJ311 video Celebrating learning

751 VDAJ312 video Do you know what it takes to be agile?

752 VDAJ314 video Get rid of performance targets, measure yourself!

753 VDAJ315 video The death of the annual appraisal

754 VDAM321 video Be a culture-neutral leader

755 VDAM322 video Agility is not the solution to everything

756 VDAM326 video When you say win-win, mean it!

757 VDAM327 video Leadership responses in a VUCA world

758 VDAW302 video Female leadership

759 VDAW308 video Leaders of today, seek general agreement!

760 VDAW310 video Use both your brains!

761 VDAW314 video New leaders are not power-hungry

762 VDCH305 video Go beyond your job description

763 VDCH307 video First impressions count

764 VDCH310 video The keys to a balanced relationship

765 VDDC314 video Build a strategic network

766 VDJA309 video Know How to Let Go of Self pride

767 VDJM300 video Social media: threat or opportunity?

768 VDJW300 video Being accountable doesn’t mean being alone

769 VDJW301 video Be accountable for deadlines

770 VDJW302 video Accountability is not a blame game

771 VDJW303 video Demonstrating accountability at meetings

772 VDJW305 video Accountability is a balance between control and trust

773 VDJW306 video Defining accountability

774 VDJW307 video Accountability vs responsibility

775 VDJW308 video Accountability doesn’t mean saying yes to everything

776 VDJW309 video Being accountable is a collective matter

777 VDMP303 video The grass is always greener on the other side

778 VDMP304 video Challenge your beliefs

779 VDMR311 video Serving as a leader

780 VDMR312 video The accessible leader
781 VDMR313 video Getting to know your people

782 VDTB303 video Career: be true to your inner voice!

783 VDTB311 video Challenge your limits

784 VDTB314 video Throw your bag over the wall

785 VDVM300 video What does it mean to be a leader today?

786 VDVM301 video What is the leadership contract?

787 VDVM302 video Do you define yourself as a leader?

788 VDVM303 video Are you a deliberate leader?

789 VDVM304 video Are you clear about your leadership obligations?

790 VDVM305 video Do you know about the hard rules of leadership?

791 VDVM306 video Do you have enough resilience and resolve to be a

leader?

792 VDVM307 video Who has your back?

793 VDVM308 video Who is your real competition?

794 VDVM309 video Do you hold people to high performance standards?

795 VDVM310 video Earn your right to lead

796 Managing crisis

797 LEAD105 Leaders Managing your team through a crisis
Videocast

798 LEAD941 Leaders People can handle bad news

Videocast
799 VDIG315 video Be transparent in tough times

800 VDSS308 video Leading in the midst of a crisis

801 Sharing the vision

802 LEAD029 Leaders Address leadership in the team, the task and the
Videocast individual

803 LEAD032 Leaders Strive to be an inspiring leader

Videocast
804 LEAD106 Leaders Have a demanding vision
Videocast

805 LEAD107 Leaders Finding your own leadership style

Videocast

806 LEAD796 Leaders Businesses need a passionate purpose

Videocast
807 OJCA332 Session V3 High-impact communication: shaping your message

808 OJCA333 Session V3 Building rapport and influence when communicating

809 OJCA334 Session V3 Communicating - Connecting to your people

810 OJMH420 Session V3 What is vision?

811 OJMH421 Session V3 Visioneering: creating your vision

812 OJMH422 Session V3 Making the vision concrete and operational

813 OJMH423 Session V3 Preparing to implement the vision

814 OJMH424 Session V3 Building on the values and motivation of your people

815 OJMH425 Session V3 Getting your teams to adopt the vision

816 OJMH427 Session V3 What is leadership?

817 VDAJ300 video The principles of Management 3.0

818 VDJA308 video Apply Your Vision

819 VDJM305 video Be ready for 2020

820 VDMK308 video Create meaning

821 VDPL300 video The healthy organisation

822 VDPL308 video Focusing on the correct results

823 VDPL329 video Identifying the values of your organisation

824 VDPL330 video How defining core values contributes to diversity

825 VDPL331 video The importance of hiring for fit

826 VDPL332 video What should onboarding focus on?

827 VDRD300 video What is leadership?

828 VDRD305 video What is vision?

829 VDRD309 video Is vision only for the elite?

830 VDRD310 video Be bold when creating your vision!

831 VDRD314 video Is your vision aligned with your identity?

832 VDRD319 video The changing face of leadership

833 VDSS304 video Always keep the bigger picture in mind

834 VDTB304 video How to make sure your goals make you happy

835 Managing cross-functionally

836 Managing cross-functionally
837 OJMH362 Session V3 What is transverse management?

838 OJMH365 Session V3 Asserting your leadership in a non-hierarchical

relationship

839 OJMH663 Session V3 Developing Cooperative Behavior

840 OJMH670 Session V3 Preparing a convincing presentation

841 Project management

842 OJCP604 Session V3 Define the project and assign key roles
843 OJCP605 Session V3 Project milestones

844 OJCP606 Session V3 Break down the project

845 OJCP607 Session V3 Organise the project and negotiate for resources

846 OJCP608 Session V3 Launch the project under the right conditions

847 OJCP609 Session V3 Control the project

848 OJCP610 Session V3 Close the project

849 OJCP611 Session V3 Manage project risk

850 OJCP612 Session V3 Deal with the human factor in the project

851 OJCP613 Session V3 Manage the post-project phase

852 VDJA305 video Define Areas of Rivalry to Succeed as a Team

853 VDJA307 video Introduce Diversity to Your Projects

854 VDJA310 video The Three Ingredients to Start a Successful Project

855 Managing people

856 Assessing performance
857 LEAD067 Leaders Playing to the individual strengths of your team
Videocast

858 LEAD935 Leaders The true cost of tolerating poor performance

Videocast
859 OJMH644 Session V3 Annual performance reviews: an annoying obligation
or a constructive opportunity?

860 OJMH645 Session V3 Four golden rules for conducting successful appraisal
interviews

861 OJMH646 Session V3 How to use the SMAC method to formulate objectives
that motivate your staff
862 OJMH647 Session V3 How to conduct appraisal interviews

863 OJMH648 Session V3 How to manage difficult appraisal situations

864 OJMH649 Session V3 How to monitor objectives agreed during appraisal

interviews

865 OJMH689 Session V3 How to use the SMART method to formulate pertinent
objectives that motivate your staff

866 VDCH308 video Are you in a marathon or a horse race?

867 VDMM304video Developing accountability in your team

868 VDSS309 video Keep your feedback very simple

869 Becoming a manager

870 LEAD039 Leaders Great bosses give guidance not direction
Videocast
871 OJMH656 Session V3 Taking stock of your role as a manager
872 OJMH657 Session V3 Drawing up the identity card for your unit

873 OJMH658 Session V3 Carrying out a diagnosis of your team

874 OJMH659 Session V3 Taking stock of your team

875 OJMH660 Session V3 Your first steps as a manager: a few golden rules

876 OJMH705 Session V3 A basic grounding in effective people management

877 VDIG302 video Avoid 'managing for the 3%'

878 VDMK326 video Your role as a leader

879 Delegating
880 LEAD359 Leaders Delegation is a great way to develop people
Videocast
881 OJMH328 Session V3 What is delegation?
882 OJMH330 Session V3 What is the best way to delegate?

883 OJMH654 Session V3 Monitoring delegation

884 OJMH655 Session V3 What to do when an assignment goes wrong

885 VDCH311 video Preventing negative power in your team

886 VDSS300 video Leading in a new world of complexity

887 VDSS302 video Avoid ruling everything

888 Leading a team to success

889 LEAD037 Leaders Create a supportive environment where you can be
Videocast demanding of one another
890 LEAD109 Leaders Creating a sense of purpose through leadership
Videocast
891 LEAD126 Leaders Don't underestimate your own ability to manage
Videocast challenging situations
892 LEAD723 Leaders Trust is fundamental
Videocast
893 LEAD922 Leaders Always field the best possible team
Videocast

894 LEAD924 Leaders The make-up of high-performing teams

Videocast
895 LEAD94 Leaders Don't accept poor quality team members
Videocast
896 OJMH750 Session V3 What makes a real team?

897 OJMH751 Session V3 The stages of a team's development

898 OJMH752 Session V3 Forming a team

899 OJMH753 Session V3 Managing difficulties within a team

900 OJMH754 Session V3 The norming phase

901 OJMH755 Session V3 Developing a successful team

902 OJMH756 Session V3 Running a management team

903 OJMH757 Session V3 Managing a team in the digital age

904 VDAE315 video What is teaming?

905 VDFC308 video If you want values, start with games!

906 VDIG300 video The hidden costs of procedures

907 VDIG306 video Cultural fit is the key

908 VDIG311 video Invest in trust

909 VDMK306 video Build a high-performing team

910 VDMK307 video Have fun together!
911 VDMK311 video Keep your team healthy

912 VDMK314 video Build team spirit

913 VDMK317 video Strengthen your team

914 VDMK334 video Define your team culture

915 VDMR304 video Unconditional cooperation

916 VDMR319 video Cooperation requires trust

917 VDPL302 video The differences between smart and healthy

organisations
918 VDPL309 video The importance of showing vulnerability

919 VDPL321 video How to ensure commitment at the end of meetings

920 VDPL324 video When should you criticise your colleagues in public?

921 VDRD306 video Achieve success through leadership

922 VDTB313 video Why make your team happy?

923 Making your team more customer-oriented
924 OJMH406 Session V3 What is Quality Client Service?

925 OJMH407 Session V3 Providing a service that meets the customer’s

expectations
926 OJMH408 Session V3 Managing client dissatisfaction

927 OJMH409 Session V3 Management that encourages staff to be client-

oriented

928 OJMH418 Session V3 Improving your staff's skills through mentoring

929 OJMH419 Session V3 Treating your staff like your clients

930 VDAJ305 video How to make a successful business plan

931 VDSH307 video Know the value of your customers

932 VDSH308 video Tell the story

933 VDSH309 video To be the best place to buy, be the best place to work!
934 VDSH310 video What’s your mantra?

935 Managing individuals

936 LEAD050 Leaders The secret to managing people well
Videocast

937 LEAD297 Leaders Don't impose your preferred way of working on others
Videocast

938 LEAD323 Leaders Managing frustrated employees

Videocast
939 LEAD769 Leaders A good Chairman-CEO relationship
Videocast
940 OJMH699 Session V3 Dealing with a colleague who isn’t following the rules

941 OJMH700 Session V3 Responding to poor performance

942 OJMH702 Session V3 Adapting your management style to your staff's level
of autonomy

943 OJMH703 Session V3 Helping your staff to progress by using the correct
management style

944 OJMH704 Session V3 Using different management styles for successful one-
to-one meetings

945 VDAJ309 video The Feedback wrap

946 VDAM303 video The new management paradigm

947 VDAM307 video Remote management

948 VDAM325 video Are SMART objectives still relevant in the digital
world?
949 VDCH302 video Get the "unspoken contract" out into the open

950 VDCH304 video The territorial itch

951 VDCH322 video The invisible organisation

952 VDPL333 video When and how to let someone go

953 VDRH304 video The hyperpersonalisation age

954 Managing stress in your team

955 TTWB304 Session The Get the mindset of a “well-being manager”
Team

956 VDAE300 video What is psychological safety?

957 VDAE307 video How to create psychological safety

958 VDAE308 video How to set the stage for psychological safety

959 VDAE309 video How to invite participation

960 VDAE310 video How to respond productively

961 VDAG312 video The quiet time policy

962 VDMT302 video Late emails: give them a break!

963 VDRH308 video Assessing a project’s emotional health

964 Managing tense relationships
965 LEAD255 Leaders Bullies are seldom anything other than inadequate
Videocast
966 LEAD741 Leaders Seek common ground to resolve workplace conflict
Videocast
967 LEAD745 Leaders Dealing with bullies in positions of authority
Videocast

968 LEAD76 Leaders Managing high-maintenance individuals

Videocast
969 LEAD93 Leaders Keep your relationships in a good state of repair
Videocast

970 VDMK321 video Fight bullying

971 VDMK332 video Expose underlying problems

972 Motivating people

973 LEAD080 Leaders A motivated team is an effective team
Videocast
974 LEAD108 Leaders Develop people by empowering them
Videocast

975 LEAD123 Leaders Instilling confidence in your people inspires loyalty

Videocast

976 LEAD701 Leaders Value the people doing the heavy lifting
Videocast

977 LEAD709 Leaders Challenge and interest your talent

Videocast
978 LEAD711 Leaders You'd be amazed what your people are capable of
Videocast
979 LEAD801 Leaders The advantage of giving your people ownership
Videocast

980 LEAD902 Leaders There's an upside to every job

Videocast
981 TTWB305 Session The Ensure that your team members are fully committed
Team

982 VDAG301 video Identifying your staff's motivations

 983 VDAG305 video The best motivating emotion

984 VDAG306 video The power of giving

985 VDAM311 video Creating a collaborative mindset

986 VDCH301 video The power of the E factor

987 VDCH324 video What can we learn from the theatre?

988 VDCH325 video What can choirs tell us about accountability?

989 VDEL300 video Individual accountability or team accountability?

990 VDIG301 video Encourage commitment

991 VDIG310 video Avoid the 'carrot and stick'

992 VDJM304 video Should you gamify the company?

993 VDMK309 video You can change things!

994 VDMK327 video Motivate people on an individual basis

995 VDMM307video Empathy as an engagement tool

996 VDPL326 video Recognition vs compensation

997 VDTH300 video Retaining millennials: keep it positive

998 Planning for the future

999 LEAD118 Leaders Prepare your people for moving on
Videocast
1000 OJMH677 Session V3 What is competence?

1001 Remote Management

1002 TTDT302 Session The Reach out to remote team members
Team

1003 TTDT303 Session The Set up a geographically dispersed team

Team

1004 TTDT304 Session The One-on-one support and motivation for remote staff
Team

1005 TTDT305 Session The Unite and motivate a geographically dispersed team
Team

1006 TTDT308 Session The Implement remote working in your team

Team

1007 VDAK306 video How to support your team when implementing desk-
sharing
1008 VDAK312 video How to implement remote working successfully

1009 Running an effective meeting

1010 OJIV603 Session V3 Using the Post-it® method to involve everyone in large
meetings

1011 OJMH643 Session V3 How to prepare your meetings by using the CPA
method

1012 OJMH650 Session V3 How to keep your meetings under control from the
very start

1013 OJMH651 Session V3 How to run meetings efficiently

1014 OJMH652 Session V3 How to conclude your meetings

1015 VDPL319 video Combating the boring meeting

1016 VDPL320 video Hold specialised meetings to get things done

1017 Working across generations

1018 LEAD1091 Leaders Young leaders bring fresh thinking
Videocast
1019 OJMH202 Quick Win Brain drain or brain trust

1020 OJMH203 Quick Win Preparing for the departure of seniors

1021 VDJM306 video Responding to millennials' questions

1022 VDTH301 video Tap into generational differences

1023 VDTH307 video The Titanium rule

1024 VDTH308 video Generations: the new sticky spots

1025 Managing Performance

1026 Assessing performance
1027 VDAM316 video Capture the truth about your performance
1028 VDCH300 video There is more than one way to be intelligent

1029 VDEL301 video The future of performance appraisals

1030 VDEL312 video How to prepare for your performance appraisal

1031 VDIG316 video Thank and teach

1032 VDMM305video Listen before you answer

1033 VDMM311video Using empathy when you give feedback

1034 VDRH301 video Big data, better agility

1035 Developing collective performance

1036 BSRH623 Session V3 Designing Work to Motivate Performance

1037 BSRH626 Session V3 Creating a Talent Management Virtuous Spiral

1038 BSST200 Quick Win Being an agitator for agility

1039 BSST640 Session V3 What is agility?

1040 BSST641 Session V3 Achieving sustainable effectiveness

1041 BSST642 Session V3 Strategising for agility

1042 BSST643 Session V3 Governance for sustainable effectiveness

1043 BSST644 Session V3 Flexible organisational design

1044 BSST645 Session V3 Agile work systems

1045 BSST646 Session V3 Developing your change capability

1046 LEAD1023 Leaders If you work with your team they will work with you
Videocast

1047 LEAD112 Leaders The importance of adapting to different cultures

Videocast

1048 LEAD221 Leaders The importance of teamwork

Videocast
1049 LEAD309 Leaders Teams want to be set challenging goals
Videocast
1050 VDAE305 video Why avoidable failures happen

1051 VDCH312 video The secret of an outstanding team

1052 VDCH313 video The shamrock: the future of organisations

1053 VDED302 video The collaborative advantage

1054 VDEL302 video Why you should treat people right

1055 VDEL309 video What should an engagement survey measure?

1056 VDEL310 video Pay secrecy is a thing of the past

1057 VDIG304 video Look at things with fresh eyes

1058 VDIG309 video Pay attention to the support functions

1059 VDLS301 video Create connection in remote teams

1060 VDLS302 video How to keep morale high in remote teams

1061 VDLS303 video How to improve communication in your remote team

1062 VDLS306 video The Merit Money system for continuous remote
feedback

1063 VDLS308 video How to build a results-oriented remote team

1064 VDLS309 video How to get everyone on a team to adopt common

tools
1065 VDMJ300 video Open space for the mind

1066 VDMJ301 video Creating designated spaces for concentration

1067 VDMJ302 video Creating dedicated spaces for collaboration

1068 VDMJ303 video Productivity starts on the plate!

1069 VDMJ305 video Give a local feel to your workspace

1070 VDMJ306 video Bridging the generation gap in the workplace

1071 VDMJ307 video Make your workplace a source of well-being

1072 VDMJ308 video “BYOD” (Bring Your Own Device!)

1073 VDMJ309 video Office design: beauty or utility?

1074 VDMO305 video Think of your organisation like a lab, not a factory

1075 VDPL301 video The secret of healthy teams

1076 VDPL303 video The 5 dysfunctions of a team

1077 VDPL307 video Why we should hold one another accountable

1078 VDPL310 video Building vulnerability-based trust

1079 VDPL311 video Is there a limit to showing your vulnerability to your
colleagues?

1080 VDPL314 video Conflict: don’t be afraid to step over the line

1081 VDPL315 video How to deal with people from conflict-averse cultures

1082 VDPL316 video Establishing conflict norms for your team

1083 VDRH300 video Big data, big insight

1084 VDRH306 video Big data doesn't have to mean big dollars

1085 VDRH307 video Don’t be afraid of big data

1086 Developing individual performance

1087 BSRH621 Session V3 Motivating People for Performance

1088 LEAD739 Leaders Work with people on what they can do

Videocast
1089 OJMH438 Session V3 The challenges of motivation

1090 OJMH439 Session V3 Using motivational techniques effectively

1091 OJMH440 Session V3 Motivating people by getting to know them better

1092 VDPL325 video Performance vs behavioral accountability

1093 VDSS307 video Forget the job descriptions

1094 Personal effectiveness

1095 LEAD1022 Leaders Navigating a new role
Videocast
1096 LEAD1128 Leaders Be inquisitive
Videocast
1097 OJEP220 Quick Win Top 3 skills of a critical thinker

1098 OJEP221 Quick Win Find solutions in times of crisis

1099 OJEP222 Quick Win Use logical reasoning to make better decisions

1100 OJEP223 Quick Win Use critical thinking to leverage feedback

1101 OJEP224 Quick Win Solve problems by diagnosing true causation

1102 VDMG308 video Maintain productivity in the digital age

1103 VDMT306 video 3 tips to eliminate clutter

1104 VDSS301 video Never stop learning despite success

1105 LEAD99 Leaders Pursue substance over image
Videocast

1106 Work-life balance

1107 TTWB306 Session The Improve my well-being
Team

1108 VDAK314 video How to contribute to your team’s wellbeing

1109 VDAK315 video How to encourage cooperation

1110 Managing projects

1111 Managing cross-functionally
1112 VDPL328 video Which team should be your number one team?

1113 Project management

1114 OJCP640 Session V3 Improving your project management maturity

1115 OJCP641 Session V3 Managing a team of project managers

1116 OJCP642 Session V3 Stimulating online project collaboration

1117 OJCP643 Session V3 Developing your soft skills to boost your projects

1118 OJCP644 Session V3 Project manager: from good to great client

relationships

1119 VDTW300 video The advantages of the critical chain

1120 VDTW301 video Sidestepping common miscalculations in your project
estimates

1121 VDTW302 video Project decision making

1122 VDTW303 video Know your stakeholders

1123 VDTW304 video Finishing your project on time

1124 VDTW305 video Know your project exclusions

1125 VDTW306 video The 80/20 principle

1126 VDTW307 video The virtues of project management basics

1127 VDTW308 video How to succeed in an impossible mission

1128 VDTW309 video The value of a strong project management office

1129 VDTW310 video Finding solutions to everyday problems

1130 VDTW311 video Letting corporate strategy drive project selection

1131 Personal Development

1132 Assertiveness and self-confidence
1133 LEAD030 Leaders Go way beyond the boundaries of your job description
Videocast
1134 LEAD115 Leaders Don't be afraid to put yourself out there
Videocast
1135 LEAD121 Leaders Speak your mind
Videocast
1136 LEAD128 Leaders Stepping up to the challenge
Videocast
1137 LEAD235 Leaders Trust your gut feel
Videocast
1138 LEAD283 Leaders Success through adversity is all the sweeter
Videocast
1139 LEAD593 Leaders Get yourself noticed
Videocast
1140 LEAD763 Leaders Don't wait to be told what to do
Videocast
1141 LEAD923 Leaders Be consistent in your leadership style
Videocast
1142 OJCA606 Session V3 What is self-confidence?

1143 OJCA607 Session V3 Formulating a request, expressing a refusal

1144 OJCA608 Session V3 How to be assertive in difficult situations

1145 TTAF301 Session The Improve your self-esteem

Team

1146 TTAF302 Session The Develop your self-esteem in relation to others

Team
1147 TTAF303 Session The Key behaviors to build your reputation
Team

1148 TTAF304 Session The Build your reputation through networking

Team

1149 VDAE306 video Breaking the culture of silence

1150 VDAG308 video The power of negotiating for others

1151 VDMK300 video Accept conflict

1152 VDMM303video Empathy is a 2-way street

1153 VDMM306video Empathy is about taking risks and being honest

1154 VDMM310video Use empathy to make your performance review a

success

1155 VDMP300 video Preparing to adapt to change

1156 VDMP302 video Challenge your certainties

1157 VDMP305 video How to avoid being paralyzed by stress

1158 VDMP306 video Don't let your emotions take over

1159 VDMP308 video Bringing down your stress levels

1160 VDMR301 video Truly helping others

1161 VDMR302 video Being kind is being strong

1162 VDMR303 video Neutralise conflict

1163 VDMR305 video Being a role model in kindness

1164 VDMR306 video Feeling the warm glow

1165 VDMR307 video Do all you can and let go

1166 VDMR308 video Be detached

1167 VDMR309 video Building things together

1168 VDMR314 video Avoiding burn-out in your team

1169 VDMR315 video The manager's burn-out

1170 VDMR316 video Developing caring mindfulness

1171 VDPL304 video The dangers of not acknowledging your vulnerability

1172 VDWC305 video Fight against the imposter syndrome to build self-
confidence

1173 Day-to-day effectiveness

1174 LEAD103 Leaders Understand expectations, then exceed them
Videocast
1175 OJEP318 Session V3 Communicating powerfully by email

1176 OJEP610 Session V3 Improving your memory

1177 OJEP611 Session V3 Taking effective notes

1178 OJMH210 Quick Win Multitasking: friend or foe?

1179 OJMH211 Quick Win Being in the flow

1180 OJMH212 Quick Win Organising your tasks

1181 OJMH213 Quick Win 3 rules for efficient time management

1182 OJMH214 Quick Win 6 tips to improve meetings

1183 VDMP307 video Identify where your stress really comes from

1184 VDMP310 video Good stress and bad stress

1185 VDMT300 video Managing your attention

1186 VDMT301 video Controlling your attention is controlling your life

1187 VDMT303 video Task management: the lion syndrome

1188 VDMT304 video Free your brain thanks to technology

1189 VDMT305 video Email is work

1190 VDWC304 video Don’t just set goals, concentrate on them

continuously!

1191 Developing your emotional intelligence

1192 OJCA200 Quick Win How to channel frustrations through empathy

1193 OJCA201 Quick Win How to deal with unhappy clients

1194 OJCA202 Quick Win How to give effective feedback with empathy
1195 OJCA203 Quick Win How to manage challenging conversations

1196 OJCA722 Session V3 Boost productivity by understanding feelings and

needs

1197 OJCA723 Session V3 Make effective requests

1198 OJCA724 Session V3 Observe without judgement

1199 OJCA725 Session V3 Harness self-empathy to make better decisions

1200 OJCA726 Session V3 Empower your team by clarifying the organisation's

DNA

1201 OJCA727 Session V3 Energise your team by connecting to needs

1202 OJCA728 Session V3 Make effective group decisions

1203 OJCA729 Session V3 Create meetings that matter

1204 OJCA730 Session V3 Connect to others for more effective work
relationships

1205 OJCA731 Session V3 Enhance your listening skills

1206 OJCA732 Session V3 Craft effective messages with empathy

1207 OJCA733 Session V3 Going fast versus going far with true empathy

1208 VDAG311 video Anticipate emotional situations

1209 VDCH327 video Living with stress

1210 VDIG317 video Only perception counts

1211 VDMK302 video Know yourself

1212 VDMK318 video Control your reactions

1213 VDMK320 video Ask for support

1214 VDMK325 video Express your emotions

1215 VDMM301video Connecting your emotions to your unmet needs

1216 VDMM302video Practising empathy

1217 VDMM309video Accept your vulnerability when practising empathy

1218 VDMP313 video Smile away the pain

1219 VDMP314 video Developing a positive attitude

1220 VDMP315 video Share your emotions

1221 VDPL318 video Try to get to know better the people you have
difficulties with

1222 VDTB301 video The secret of happiness

1223 VDTB302 video Let your emotions go

1224 VDTB307 video Accept your emotions

1225 VDTB312 video Don’t reject your emotions

1226 VDTB315 video How to deal with anxiety

1227 VDTB317 video Healthy relationships

1228 LEAD133 Leaders Managing your stress levels

Videocast
1229 LEAD258 Leaders Be honest with yourself
Videocast
1230 LEAD757 Leaders Figure out what makes people tick
Videocast
1231 LEAD841 Leaders Don't get too emotionally attached to a project
Videocast

1232 Learning
1233 LEAD019 Leaders Be curious and embrace the unknown
Videocast
1234 LEAD1016 Leaders Your first serious job provides valuable lessons
Videocast
1235 LEAD302 Leaders You can learn from all bosses
Videocast
1236 LEAD331 Leaders Borrow other people's recipes
Videocast
1237 LEAD798 Leaders Learn to take feedback well
Videocast
1238 OJEP200 Quick Win How to build strong team performance with a Shared
Mental Model

1239 OJEP201 Quick Win How to facilitate learning in your organisation

1240 OJEP202 Quick Win Acquiring a competitive skillset in today's changing

world

1241 OJEP203 Quick Win Using feedback to boost professional development

1242 OJEP204 Quick Win How to seize the opportunity of digital learning

1243 VDAD300 video Get ready for tomorrow’s jobs today

1244 VDAD301 video Continuous learning for agility

1245 VDAD302 video Harnessing the potential of informal learning

1246 VDAD303 video How to use constructive conflict to boost social

learning

1247 VDAD304 video The importance of a safe learning environment

1248 VDAD305 video Learning is a cycle of continuous improvement

1249 VDAD306 video Innovation means embracing failure

1250 VDAD307 video Seek critical feedback to boost your development

1251 VDAD308 video The Shared Mental Model as the key to team
performance
1252 VDAD309 video Be aware of the curse of knowledge

1253 VDAD310 video Information vs training in the digital era

1254 VDAD312 video Learning from failure means learning that lasts

1255 VDAK307 video Managing knowledge and information

1256 VDCH315 video Learn from your experience

1257 VDCH328 video A life of learning

1258 VDIG307 video Don't tell, ask

1259 VDJA304 video Maintain Your Desire to Learn

1260 VDJM307 video The power of user-generated content

1261 VDJM308 video The learning revolution

1262 VDMK304 video Accept your mistakes

1263 VDMK312 video Seek out dissent

1264 VDTB305 video Learn to fail or you'll fail to learn

1265 VDWC306 video A true leader embraces failure

1266 Managing your career

1267 BPRH201 Quick Win How to reinvent yourself inside your company

1268 LEAD034 Leaders Failure teaches you humility

Videocast
1269 LEAD082 Leaders Don't let early challenges stop you
Videocast
1270 LEAD1019 Leaders Women have it tough
Videocast

1271 LEAD125 Leaders You don't have to do something just because you're
Videocast good at it
1272 LEAD224 Leaders When you feel the moment is right, be bold
Videocast
1273 LEAD245 Leaders Goal-setting works
Videocast
1274 LEAD298 Leaders The advantage of being a woman in the workplace
Videocast
1275 LEAD753 Leaders Set career goals and build your personal brand
Videocast
1276 LEAD903 Leaders Find a career that excites you
Videocast
1277 LEAD921 Leaders Don't be too critical when you start a new role
Videocast

1278 LEAD937 Leaders It's critical to believe in the company and the product
Videocast
1279 VDCH314 video Be a portfolio worker!

1280 VDCH329 video The long life

1281 VDDC300 video Don’t be limited by your résumé  

1282 VDDC301 video Think creatively about your job options

1283 VDDC302 video Figuring out the job that is right for you

1284 VDDC303 video Learning from mentors

1285 VDDC304 video Understand your personal brand

1286 VDDC305 video Creating your own narrative

1287 VDDC306 video Make yourself more visible

1288 VDDC307 video How to set yourself apart from the competition

1289 VDDC308 video Leverage your volunteer activities to get ahead at work

1290 VDDC309 video Don't be afraid to take a step back to move forward

1291 VDDC310 video Celebrate what makes you different

1292 VDEL306 video Your professional development is your responsibility!

1293 VDJW304 video Be accountable to your career

1294 VDMH300 video Diversify your experience in the workplace

1295 VDMH301 video Beware of getting promoted too quickly!

1296 VDMH302 video Make the most of a career change

1297 VDMH303 video Change your career one step at a time

1298 VDMH304 video Build a balanced career path

1299 VDMH312 video Build on sideways career moves

1300 VDMK303 video Ask for feedback

1301 VDMK310 video Rely on values

1302 VDVM311 video Be aware of your colleagues’ personal struggles

1303 Managing your time

1304 LEAD583 Leaders Hard work is not the same as good work
Videocast
1305 OJEP604 Session V3 How to manage troublemakers

1306 OJEP612 Session V3 Analyse the organisation of your work and your
priorities

1307 OJEP613 Session V3 Recognise the factors in time-wasting

1308 OJEP614 Session V3 Tools for planning your work

1309 VDTB306 video How to make better use of your time

1310 VDTB308 video Take time to recover

1311 VDTB310 video The ingredients of a happy life

1312 Networking
1313 LEAD142 Leaders The first hundred days
Videocast
1314 LEAD75 Leaders Starting a new role
Videocast
1315 LEAD78 Leaders Secure a meeting with any new boss
Videocast
1316 LEAD958 Leaders Why you need to build a good network
Videocast
1317 OJMH206 Quick Win 5 tips for networking

1318 OJMH208 Quick Win What is connectional intelligence?

1319 OJMH209 Quick Win The 3 types of connectors

1320 OJMH666 Session V3 Networking

1321 VDAG310 video Boost your personal network

1322 VDED304 video Networking: quantity or quality?

1323 VDWC303 video Boost personal credibility by association

1324 Problem solving

1325 BSST317 Session V3 Analysing a complex problem by using an issue tree

1326 LEAD036 Leaders Never take no for an answer

Videocast
1327 LEAD761 Leaders Approaching tasks that are beyond your comfort zone
Videocast
1328 LEAD765 Leaders Hard work alone is not enough
Videocast
1329 LEAD956 Leaders Overcoming a challenge
Videocast
1330 OJIV305 Session V3 Boost your thinking power with the help of mind maps

1331 VDAM328 video Dealing with complexity

1332 VDAM329 video Preparing for a VUCA world

1333 VDED301 video 3 ways to make your workforce instantly smarter

1334 VDIG318 video Carry out field investigations

1335 VDJA301 video Failure is the Key to Success

1336 VDMK316 video Reframe situations

1337 VDMP309 video Denying problems can make them worse

1338 VDMP312 video The power of life’s meaning

1339 VDMP316 video Stepping out of your comfort zone

1340 Remote working

1341 TTDT301 Session The The risks and opportunities of remote working
Team

1342 TTDT306 Session The Adapt to remote working

Team

1343 TTDT307 Session The Work at home

Team

1344 VDAK301 video How to stay in control as a remote worker

1345 VDAK302 video The importance of visual bonds

1346 VDAK303 video How to build trust remotely

1347 VDAK304 video Detox your environment

1348 VDAK305 video Switching your mindset from input to output

1349 VDAK308 video The home worker’s ritual of transition

1350 VDAK309 video Home workers: increase your visibility!

1351 VDAK310 video Security rules for mobile workers

1352 VDAK311 video Desk-sharing: an opportunity to expand your network

1353 VDAK313 video Dealing with the open-plan chatterbox

1354 VDLS300 video How to build trust in remote teams

1355 VDLS304 video Make technical issues in virtual meetings a thing of the
past!

1356 VDLS305 video Accountability as a driver for motivation

1357 VDLS307 video How to make remote working work

1358 VDLS310 video Stop and take a digital breath

1359 VDLS311 video Stop with boring online presentations!

1360 VDLS312 video Make everyone count in virtual collaboration

1361 Work-life balance

1362 LEAD041 Leaders It's important to turn off at the end of your working
Videocast day
1363 LEAD102 Leaders Don't be afraid to step into the unknown
Videocast
1364 LEAD228 Leaders Don't over-commit when starting a new role
Videocast

1365 LEAD301 Leaders Find your personal work-life balance point

Videocast
1366 LEAD319 Leaders Don't let society dictate your work-life balance
Videocast
1367 LEAD749 Leaders Use your time wisely
Videocast
1368 VDAW313 video Parental leave: beware of stereotypes!

1369 VDCH316 video Happiness at work

1370 VDJM309 video Predictable time off

1371 VDMO302 video Connectivity doesn't mean availability

1372 VDTB300 video The secret of work-life balance

1373 VDTB316 video Making gratitude rituals part of your life

1374 Sales and Marketing

1375 Being customer-oriented
1376 BSMK636 Session V3 Understanding your digital consumers

1377 LEAD057 Leaders Building a brand around customer service

Videocast
1378 LEAD098 Leaders Beware of taking a client for granted
Videocast
1379 LEAD113 Leaders The art of creating a natural rapport with prospective
Videocast clients
1380 LEAD129 Leaders Good personal chemistry creates better business with
Videocast clients
1381 LEAD282 Leaders Educate, don't sell
Videocast
1382 LEAD289 Leaders Involve your customers in your decisions
Videocast

1383 LEAD755 Leaders Selling is as much about listening as it is about talking

Videocast
1384 LEAD794 Leaders Don't forget to surprise and delight your clients
Videocast
1385 LEAD904 Leaders Friction points are an opportunity to delight clients
Videocast
1386 LEAD905 Leaders Providing great client service
Videocast
1387 OJNE200 Quick Win Master the art of recovery

1388 OJNE201 Quick Win Inspire trust in customers

1389 OJNE202 Quick Win One to say yes, two to say no

1390 OJNE203 Quick Win Become an expert on your product lines

1391 OJNE204 Quick Win Under-promise and over-deliver

1392 OJNE205 Quick Win Always treat your customers right

1393 OJNE206 Quick Win Focus on the customer, not the money

1394 OJNE207 Quick Win Turn things around with an angry customer

1395 OJNE208 Quick Win Coach your team to customer service excellence

1396 OJNE209 Quick Win Deliver amazing customer-centric phone service

1397 OJNE629 Session V3 Assuming the role of key account manager

1398 OJNE630 Session V3 Choosing key accounts

1399 OJNE631 Session V3 Categorising key accounts

1400 OJNE632 Session V3 Choosing the right relationship level with key accounts

1401 OJNE633 Session V3 Developing your contacts in your key accounts

1402 OJNE634 Session V3 Being an expert in your key account

1403 OJNE635 Session V3 Amaze your customers

1404 OJNE636 Session V3 Create magic customer service moments

1405 OJNE637 Session V3 Create a winning first impression with customers

1406 OJNE638 Session V3 Adapt your approach to the different types of

customers

1407 OJNE639 Session V3 Own the customer experience

1408 OJNE640 Session V3 Better serve customers through cross-selling and up-
selling

1409 OJNE641 Session V3 Make the last impression a lasting impression

1410 OJNE642 Session V3 Foster a customer-oriented culture

1411 VDAW301 video Don't neglect 50% of the market

1412 VDDW300 video Get familiar with your key accounts

1413 VDDW301 video More added value for your key accounts

1414 VDDW302 video No strategic account plan, no key account

management
1415 VDDW303 video Following up for your key accounts

1416 VDDW304 video Building a network of relationships with your key

accounts
1417 VDDW305 video Using measurement as a powerful tool in key account
management
1418 VDDW306 video Make sure key accounts are profitable

1419 VDDW307 video The role of processes in key account management

1420 VDDW308 video Showing leadership as a key account manager

1421 VDDW309 video Involving your key account team

1422 VDDW310 video Running effective key account team meetings

1423 VDDW311 video Adapt your organisation to the needs of your key
accounts

1424 VDDW312 video Key account management is a journey

1425 VDDW313 video Involve the whole company in key account

management

1426 VDDW314 video Make sure key account planning really counts

1427 VDDW315 video Select your key accounts carefully

1428 VDDW316 video Evaluate the profitability of your key accounts

1429 VDDW317 video Is your culture compatible with key account

management?

1430 VDJL300 video Don't be a slave to your customers

1431 VDJL304 video Explore your customers' space

1432 VDJL307 video Identify customer value

1433 VDJL308 video Explore the customer's hidden problem too

1434 VDJL309 video Eradicate your customers' pain points

1435 VDJL315 video Reach emerging customers

1436 VDJL316 video Enhance your image with non-customers

1437 VDJL317 video Everybody can create value

1438 VDJL318 video Mutual respect: a key to value creation

1439 VDJL319 video Create value for internal customers

1440 VDMS300 video Focus on your customers’ needs, not your own
capabilities

1441 VDMS301 video Tracking brand personality

1442 VDMS302 video Honesty pays!

1443 VDMS303 video Focus on an under-served niche

1444 VDMS304 video Communicate your unique selling proposition

1445 VDMS305 video Focus on the entire customer journey

1446 VDMS306 video Entertain your customers

1447 VDMS307 video Deal with negative online reviews

1448 VDMS308 video Target the bottom of the pyramid

1449 VDMS309 video Think globally, act locally

1450 Communicating
1451 BSMK638 Session V3 Developing your digital communication strategy

1452 LEAD018 Leaders Don't be scared to tell your customers the truth
Videocast

1453 LEAD110 Leaders Authenticity is a trait to value

Videocast
1454 LEAD336 Leaders Stories are the currency of marketing
Videocast
1455 VDSM304 video Selling through distributors: it takes three to tango

1456 Fundamentals of selling

1457 BSMK200 Quick Win Create high-impact marketing messages

1458 BSMK201 Quick Win Pricing a product

1459 BSMK202 Quick Win Strategies to influence B2B decision-making

1460 BSMK640 Session V3 Influence customer decision-making

1461 BSMK641 Session V3 Gain deeper customer insights

1462 BSMK642 Session V3 Understand and influence customers’ attitudes

1463 BSMK643 Session V3 Boost customer involvement

1464 BSMK644 Session V3 Build a powerful brand personality

1465 BSMK645 Session V3 Design a great customer experience

1466 BSMK646 Session V3 Turn customer satisfaction into customer loyalty

1467 BSMK647 Session V3 Use market segmentation to optimise communication

1468 BSMK648 Session V3 Address cross-cultural differences in marketing

1469 BSMK649 Session V3 Ensure the successful diffusion of innovation

1470 LEAD063 Leaders Selling is all about understanding people

Videocast
1471 LEAD248 Leaders Have your own system for selling
Videocast
1472 LEAD299 Leaders When you meet a new client, give before you take
Videocast
1473 LEAD305 Leaders Winning new business
Videocast
1474 OJNE210 Quick Win Take on the roles of a sales manager
1475 OJNE211 Quick Win Build credibility with your sales team

1476 OJNE212 Quick Win Be firm but fair

1477 OJNE213 Quick Win Catch the signs of a struggling salesperson

1478 OJNE322 Session V3 Discover the keys to successful selling

1479 OJNE323 Session V3 Preparing a sales meeting

1480 OJNE324 Session V3 Successfully manage the first 5 minutes of your sales
meeting
1481 OJNE325 Session V3 Discovering your client's needs and motivations

1482 OJNE326 Session V3 Making a good sales argument to convince the client

1483 OJNE327 Session V3 Dealing with clients' objections

1484 OJNE328 Session V3 Concluding a sale

1485 OJNE643 Session V3 Strengthen cross-functional relationships

1486 OJNE644 Session V3 Adapt coaching to performance

1487 OJNE645 Session V3 Provide ongoing training for your salesforce

1488 OJNE646 Session V3 Manage your team's pipeline

1489 OJNE647 Session V3 Set team goals and motivate people to win

1490 OJNE648 Session V3 Develop an incentive program that works

1491 OJNE649 Session V3 Run an effective meeting for your salespeople

1492 OJNE650 Session V3 Address poor sales performance

1493 OJNE651 Session V3 Recruit superstar salespeople

1494 OJNE652 Session V3 Onboard salespeople

1495 OJNE653 Session V3 Groom future sales managers

1496 VDBB300 video What it really means to sell solutions, not products

1497 VDBB301 video Stick up for your team

1498 VDBB302 video Would you get soaked for a sale?

1499 VDBB303 video Going the extra mile can win you sales
1500 VDBB304 video Setting expectations for your sales team

1501 VDBB305 video Prospecting: know when to say stop

1502 VDBB306 video Always stay in control of a sales meeting

1503 VDBB307 video Expecting or inspecting?

1504 VDBB308 video Pushing your sales team to their limits

1505 VDBB309 video Hire hard, manage easy

1506 VDSM303 video Sell solutions, not products

1507 VDSM307 video E-business: friend or foe?

1508 Managing a brand

1509 BSMK635 Session V3 Digitally enhancing your product

1510 Market research

1511 LEAD588 Leaders Market research is the enemy of innovation
Videocast

1512 VDJK302 video Evaluating an opportunity

1513 VDJK303 video Check that your product will be accepted

1514 Product marketing

1515 VDAW306 video A leading product is a product designed for women

1516 VDSM300 video Engineers and marketers: too many cooks in the
kitchen?
1517 VDSM301 video Targeting the person who holds the pen

1518 VDSM302 video Understanding the demand chain

1519 VDSM305 video Avoiding price wars

1520 Selling big projects
1521 OJNE307 Session V3 How to diagnose other people's motivations

1522 OJNE308 Session V3 How to adapt effectively to other people's motivations

1523 OJNE314 Session V3 Closing your deals: an introduction

1524 OJNE315 Session V3 Some deal-closing techniques

1525 OJNE316 Session V3 Improving your understanding of your prospect's

situation

1526 OJNE317 Session V3 Motivate your target by raising problems that need
resolving
1527 OJNE318 Session V3 Increase your target's motivation by asking implication
questions

1528 OJNE319 Session V3 Master large project selling with the help of a real-
world example

1529 OJNE320 Session V3 Asking questions about results the other side hopes for

1530 OJNE321 Session V3 Adapt your pitch to your target's express needs

1531 VDSM309 video The challenge of moving from products to solutions

1532 Strategic marketing

1533 BSMK322 Session V3 Choosing the correct market positioning for your
product

1534 BSMK326 Session V3 Determining your marketing strategy

1535 BSMK330 Session V3 Create your marketing plan

1536 BSMK637 Session V3 Navigating through your digital landscape

1537 BSMK639 Session V3 Structuring your omni-channel system

1538 LEAD317 Leaders Turn your customers into ambassadors

Videocast

1539 VDAW309 video From performance-oriented marketing to Utopian

marketing

1540 VDCH321 video The platform organisation

1541 Understanding marketing

1542 BSMK323 Session V3 What is marketing?

1543 BSMK324 Session V3 Understanding segmentation

1544 LEAD035 Leaders Sales and marketing shouldn't be separated

Videocast
1545 Strategy
1546 Implementing a strategy at business level
1547 BSST106 Session V3 The 5 fundamental guidelines of company strategy

1548 BSST107 Session V3 The 3 pillars of a successful strategy

1549 BSST119 Session V3 What is a Strategic Business Area?

1550 BSST125 Session V3 How markets evaluate a company's performance

1551 BSST302 Session V3 The theory of competitive advantage by Michael

Porter
1552 BSST303 Session V3 The limitations of Porter's model

1553 BSST304 Session V3 Redefining strategy using resource-based theory

1554 BSST306 Session V3 What is company strategy?

1555 BSST307 Session V3 Guidelines for drawing up a strategic project

1556 BSST313 Session V3 What is a differentiation strategy?

1557 BSST314 Session V3 Conducting a differentiation strategy successfully

1558 BSST315 Session V3 Analysing your competitive position

1559 BSST319 Session V3 What is corporate strategy?

1560 BSST625 Session V3 Value creation and corporate strategy

1561 LEAD683 Leaders Business should focus on one main thing

Videocast
1562 VDAM309 video Seeing beyond costs
1563 Implementing a strategy at corporate level
1564 BSST108 Session V3 Defining the SWOT analysis

1565 BSST110 Session V3 Competitive advantage and competitive environments

1566 BSST112 Session V3 Limitations and key success factors of a cost strategy

1567 BSST116 Session V3 What is CPV?

1568 BSST308 Session V3 Mastering the SWOT analysis

1569 BSST309 Session V3 Building your strategy at the business level

1570 BSST310 Session V3 The value chain and competitive advantage

1571 BSST311 Session V3 What is a cost strategy?

1572 BSST312 Session V3 Conducting a cost strategy successfully

1573 BSST316 Session V3 Value creation and strategy

1574 BSST321 Session V3 Company growth: specialisation or diversification?

1575 BSST322 Session V3 Managing a strategic portfolio

1576 BSST330 Session V3 Understanding your economic impact and improving

your relationship with stakeholders

1577 BSST331 Session V3 Managing in a socially responsible way

1578 BSST332 Session V3 Acting in an ecologically responsible way

1579 BSST624 Session V3 Creating value for shareholders

1580 VDCW309 video Who’s on board?

1581 VDCW311 video Flexible design: maximising surface area

1582 VDLB301 video The dangers of disguising figures

1583 VDLB302 video No value creation, no sustainable business!

1584 VDLB306 video The adverse effects of variable pay

1585 Strategic challenges and opportunities

1586 BSRH620 Session V3 Adapting to Workplace Trends

1587 VDAM323 video Being first to market is not an automatic key to success

1588 VDJA300 video Renew Your Vision

1589 VDKW300 video Opportunities in tough times

1590 VDKW310 video Making money from sustainability

1591 VDKW311 video Can a company flourish without a long-term strategy?

1592 VDNL300 video How should you react to digital disruption?

1593 VDNL301 video Why the time has come to outsource

1594 VDNL302 video The magic of digital platforms

1595 VDNL303 video Integration or outsourcing?

1596 VDRH303 video Big data, big deal!

1597 Thinking strategically
1598 LEAD145 Leaders Long term planning is foolish
Videocast
1599 OJMH201 Quick Win How to design the employee experience to attract and
retain top talent

1600 VDCW307 video Thinking ahead, imagining ahead

1601 VDKW301 video Keys to a successful strategy

1602 VDKW302 video Figures are what really counts

1603 VDKW304 video Risk management: don’t cross the line

1604 VDKW305 video In tough times, focus on your core business

1605 VDKW306 video Exploiting industry cycles

1606 VDKW307 video Beating your competitors

1607 VDKW309 video Is Michael Porter’s model still relevant?

1608 Technology
1609 Leveraging information technology
1610 VDAM302 video Why invest in new technology?

1611 VDAM308 video Working with new technologies

1612 VDAM312 video Adopting information technologies

1613 VDMO303 video When it comes to corporate social networks, strategy
comes first!

1614 VDNL310 video Tapping into the crowd to evaluate a solution

1615 VDNL311 video Decomposing the problem to attract the right crowd

1616 Managing R&D

1617 VDAW312 video Rethinking your innovation strategy
description mins
-***-
-^^^-
Through the example of Bonobos.com, an online fashion retailer, David R. Bell explains why 3
location, that is the customers’ offline environment, still plays a very important role in online
sales.

Through the example of Crate&Barrel, the American home decor retailer, David R. Bell explains 3
how customers encounter resistance in both the real world and the virtual world and how
companies can overcome this through new online/offline distribution systems like BOPS or
ROPO.

Through the story of soap.com, David R. Bell sets out a principle he has developed that he calls 3
adjacency. He demonstrates why in e-commerce, it’s key to seed locations with high demand
and then to expand these locations through a process of contagion.

David R. Bell explains the principle of the long tail and how you should ensure you have a 3
balanced portfolio with both niche and popular products in online and offline channels.

David R. Bell talks about preference isolation and encourages you to target people online who 3
cannot find what they need in the offline world.
David R. Bell shares with you some wise words on why it is important to understand the 2
customer’s journey and adapt the information and fulfilment you provide accordingly.

David R. Bell explains the mechanisms of value chain disruption, in particular as a lever for 2
online business development.
David R. Bell reveals the keys to success in the democratisation of access, a business model that 2
is emerging in the age of digital marketing and e-commerce.
David R. Bell explores collaborative consumption, a new business model made possible by 2
digital technology.
David R. Bell explores a new business model that makes it possible to use the internet to match 2
supply and demand.
David R. Bell explains what earned media is and gives tips on how to leverage this type of media 3
to improve your reputation.
David R. Bell reveals the impact of digital technologies on your branding. 3
Analysing the lessons of Webvan, a famous US digital failure, David R. Bell gives 3 pieces of 2
advice on how to succeed in a new digital venture.
In a world where digital technologies are growing at lightning speed, how is it possible to keep 3
up? After all, the human brain hasn’t evolved at the same speed as technology. Citing Albert
Einstein among others, Martha Gabriel unveils a new digital mindset for the twenty-first century
and reveals how you can change gears and go from linear growth to exponential growth.

The rise of social media has generated a shift in power: those who before lacked influence now 3
have the power to initiate change. In this videocast, Martha Gabriel points out why traditional
hierarchical structures no longer guarantee effectiveness and why it is crucial for you to harness
the benefits of social media.
The most valuable thing you can get from customers is their attention. However, as they are 3
bombarded with new information every day, getting—and keeping—their attention has become
increasingly challenging. In this videocast, Martha Gabriel offers an example from Samsung and
lets you in on an invaluable technique to secure your customers’ attention and keep it for good.

In this videocast, Martha Gabriel suggests that your performance isn’t necessarily linked to your 3
financial means. You can optimize performance by seizing the numerous opportunities provided
by big data. But perhaps more importantly, this video will warn you of what will happen if you
aren’t using big data.

Digital technology has radically altered the shape of the market. We have gone from a 3
traditional pyramid to an hourglass shape, with no middle man. While this change has brought
great advantages such as speed and efficiency, the skills required to stay at the top of the
hourglass are constantly evolving. In this videocast, Martha Gabriel explains what you need to
do to avoid falling to the bottom and to ensure you continue playing a vital role in the market.   

While digital technologies have reduced global distances, they have also made the world more 2
complex. This complexity in turn has created situations of uncertainty where you cannot
possibly know everything or master all the skills necessary to succeed. Martha Gabriel points
out an innovative way to gain much-needed skills and knowledge to increase your
competitiveness.

In the past, information was expensive and lasted a long time whereas nowadays, information is 3
mostly free but has a very limited lifespan. To help you remain in the driver’s seat, Martha
Gabriel provides you with a plan of action as well as three useful tools you absolutely need in
the twenty-first century.     

Today, most people use some sort of a mobile device to obtain information quickly. And if your 2
customers don’t obtain desired information when they want and how they want, their
frustration can potentially harm your business. Through a personal example, Martha Gabriel
gives you keys to unlocking growth and outlines how to provide your customers with a positive
mobile experience.

Does being a digital company mean that everyone in the company has to embrace digital 2
technologies? In this videocast, Martha Gabriel gives you two contrasting real-life anecdotes
and their very different financial outcomes. In the end, you will understand the course of action
to adopt at your level depending on your business goals.

We live in two very different worlds simultaneously: a physical world and a digital one. What are 2
the implications of this double reality for your business? Where should your priorities lie? In this
videocast, Martha Gabriel explains the benefits of mixing the two and tells you how to get the
best out of both worlds.

Steve Muylle gives you hints and tips to expand your activity through e-business. 3
Steve Muylle explains how social media can help you to develop your business. 3
Steve Muylle explains how social media can help you to develop your customer database and 4
generate leads. He uses the example of a telecoms company that cleverly used Miss Belgium in
its web campaign.

-***-
-^^^-
Be prepared to take risks and push the boundaries, even within a large organisation, and you 2
will help innovative ideas to flourish.
If you meet sexism in any way or form, hit it head on straight away: if you deal with it right then 2
and there, people won't repeat the behaviour.
Remember that all so-called rules have been invented by someone at some point, and you don't 2
have to just accept them, you can challenge them, and this often leads to great outcomes.

Open up your thinking to doing business in a new or different way. 2

Discover Fons Trompenaars’ method for deciding on and implementing a corporate cultural 5
change successfully.
The world is demanding more and more of organisations. Being financially sustainable is no 3
longer enough. Chris Worley explains why, in our turbulent times, organisations have no choice
but to address the triple bottom line of people, planet and profit.

There is no such thing as sustainability without agility. Chris Worley helps you find out why, in a 4
world as fast-changing as this one, the very notion of sustaining something – performance,
innovation, even your carbon footprint – requires your organisation to change and adapt.

Is your organisation built and structured to find, capture and process radical new product and 4
service ideas not once but routinely? What information-sharing practices does your
organisation have and are they being used in the right way to circulate information throughout
the company?<br>Chris Worley encourages you to think about the kind of changes you need to
make to your systems so that you become more adaptable as an organisation.

It you want Google’s performance – innovation, profitability, reputation – then you need to 2
think differently and not just try to imitate a company that is not the same as your own. Chris
Worley’s advice will help you understand why, if you want to be effective, you have to focus on
what is different, unique or special about you.

Change management, as we know it, is obsolete. In this videocast, Chris Worley stresses the 4
importance of accepting change as a never-ending routine that needs to be practised and
learned.

Knowing who you are as an organisation is a decisive indicator of your ability to change and 5
thrive over time.<br>In this videocast, Chris Worley explains how important it is for your
company to be truly aligned with its culture and identity.

How is work assigned in your organisation? Using the Nike case as an illustration, Chris Worley 5
explains why agile organisations assign work around activities, not jobs.

What can you do today to help your company be more agile? Chris Worley gives you some tips 5
on how to challenge the status quo and position yourself as a leader of change in your
organisation.

What does your organisation do well and what does it need to do better? In this videocast, Chris 4
Worley gives an in-depth explanation of the concept of agility: the ability to change in a timely,
effective and sustainable manner when the environment demands it.

The business world is more and more unpredictable, which makes it increasingly difficult for 4
companies to collaborate. Nevertheless, in this ever-changing environment, developing agility is
key in order to collaborate efficiently in any situation. Through the story of the Oreo tweet
during the Super Bowl blackout, Erican Dhawan shows the way to increase agility.
How do you make change happen in your organisation? Francis Cholle recalls that focusing on 2
people and culture is always a must but should never be separated from process and structure.

Today, many organizations want to change. Nonetheless, in the field of change there are 4
deadlocks that reason alone can fail to explain. Francis Cholle sheds light upon the unconscious
mechanisms escaping our immediate understanding, and how they operate in the decision-
making process.

In this video Fons Trompenaars introduces the concept of organisational culture and explains 3
why it is important.
The first thing to do if you want to be successful in a cultural change process is to diagnose your 3
current culture. Fons Trompenaars shares a model that he has created to carry out this
diagnosis.

In a change process, it’s important to diagnose the challenges you face and to formulate them 3
in terms of a dilemma with 2 apparently conflicting options that could be turned into a
competitive advantage if you manage to reconcile them.

Fons Trompenaars explains why, in the modern world, managing change successfully involves 3
reconciling apparently conflicting approaches rather than replacing one approach with another.

Organisational culture is a key instrument to make change happen. Fons Trompenaars explains 3
why and how it can help you resolve your business dilemmas.
Any major change process is usually preceded by a redefinition of corporate values that will 2
contribute to making that change happen. But success will only come if you translate these new
values into concrete behaviours. Through the example of Formula 1, Fons Trompenaars reveals
how you can do this.

Natalia Levina delivers some wise words about what you should be careful of when shifting to 3
big data.
-^^^-
When you start a new role you will affect the team dynamic, so you need to ensure you do so in 2
a positive way.
"It's never going to work…"; "How are we going to do it?"; "I'll try but I can't promise"<br> Every 30
manager has seen this type of reaction at least once when trying to change habits, reform the
organisation, and/or alter working processes. It is natural and legitimate to resist change. So
how can one convince people? This session will show you a simple and practical 5-step method
to put across projects or changes in a team meeting.<br>This sequence can be highly effective
provided you avoid certain traps, like getting bogged down in a discussion. It shows you how to
outline the subject of the meeting and how to handle difficult participants.

In a context where interests differ more often than they agree, identifying your partners' stakes 30
and their position vis-à-vis your projects is the key to spreading your influence on a group. Who
are your allies, and how can you count on their support? Who are your opponents, and how can
you gain their trust? This session will give you the keys to an influence strategy that will enable
you to understand your partners' stakes to get them to collaborate with you.

Many projects for change fail as a result of not having been properly outlined from the start. 30
<br>This session will give you the tools to properly outline your project for change right away.
By identifying the project's key points, distinguishing the roles, drafting an appropriate
framework letter, you increase the chances of your project succeeding.
To set up your change project, several strategies are possible: it is up to you to identify the most 30
pertinent one. A bad strategic choice can compromise the project's success, while other choices
can get round obstacles.<br>Choosing the right strategy depends on your ability to analyse the
specific context in which you are implementing your project. This session will show you an
efficient 4-step method to perform this analysis and define the most pertinent strategy for your
change project.

You know how to organise a project, but do you know the specific aspects of undertaking a 30
change project? This session will give you the tools to establish your plan of action by giving the
right dimension to each phase of the project. It incites you to roll out each phase of your
strategy properly and to plan actions to mobilise the stakeplayers, a key aspect of change. This
session will change your way of organising change!

When it comes to change, the communication of the plan of action is frequently under- 30
estimated. Yet it is primordial when it involves getting people to subscribe to change and to new
work habits. This session will show you how to deploy a communication plan that is adapted to
the issues, to the stakeholders and to each phase of the project.

Once a change project is under way, it's important to monitor its progress and keep it on track, 30
making adjustments where necessary. Things don't always go according to plan, and it may be
necessary to adjust your plan of action, or even your objectives, according to the way your
project actually progresses. This Session shows you how to foresee potential obstacles, select
the most appropriate management methods and implement the most effective solutions.

For a manager, putting a change into place is work that is both motivating and delicate. Ethical 30
questions can be asked of you because change concerns and affects people. This session is
based on a clear assumption: trust is needed for the change to go well. And we believe
establishing trust means respecting people.

A project for change can trigger different reactions among your team members. Whether they 30
react in a lively manner or appear despondent or indifferent, you, as a manager, need to
consider their feelings, take account of the different phases they go through and support them
during the change. This session will show you how to identify the different phases a staff
member can go through when faced with change. You will learn how to adapt your
communication according to each person's feelings.

Today, change at whatever level represents both an ongoing challenge and a constant and vital 30
need. Change is a challenge you have no doubt had to face - perhaps you are facing it now. This
training session gets to the heart of the matter, and supplies you with a number of effective
tools and techniques to help you make a real success of change.

Implementing change is difficult, as you will inevitably meet resistance. Amy Edmondson reveals 4
3 techniques to frame change in a more motivating way in order to overcome this.

People don't resist change, explains Isaac Getz ... they simply don't want to be made to change. 2

Defining a strategy is all very well. Isaac Getz explains that sharing it and encouraging people to 2
adopt it is even more important.
Dr Mario Puig says that some of our fears are not legitimate, and that we should analyse them 4
in order to free ourselves of them.
Using the example of penguins, Dr Mario Puig explains how well built teams can overcome any 3
difficulty.
-^^^-
Always make sure that you do due diligence on a company before you take on the responsibility 2
for it.
Every cycle has its ups and downs. People who are successful are those who find the courage to 4
change when everything is still going well in order to anticipate the downturn by going down a
more promising path. Charles Handy presents his theory of the two curves relating to that
subject.

Agile organisations are not perfect organisations. This may seem like a paradox, but the fact 4
that they are not perfect is precisely what makes them interesting. Using a case study about
Nokia, Chris Worley gives a powerful insight into why, instead of stigmatising themselves,
organisations should treat mistakes as a learning opportunity.

-^^^-
Charles Handy reflects on the purpose of a business and explains why money is a result and not 3
a purpose.
When reinventing a company, having a vision is not necessarily a good starting point. Through 3
the example of a leading company in the sports industry, Francis Cholle makes plain why waiting
for the right vision can even represent an obstacle to change.

-***-
-^^^-
Giving exceptional service means always treating your customers first and foremost as people. 3

There are different ways to gain a competitive advantage: price, brand notoriety, innovation... 1
Jacques Horovitz will explain why differentiating yourself by the quality of the service you offer
is the best way to gain a competitive advantage.

When a company wants to adopt a client-focused strategy, it must undertake a real change in 2
the way it thinks, so that it can offer services that are appreciated by targeted clients.

Being client-focused is a strategic choice; it takes time, requires the involvement of everyone at 2
every level in the company and needs to be made an absolute priority.
It can take a lot of time to adopt a client-focused strategy because it often involves many 2
profound changes. Jacques Horovitz explains that a company has to show its clients that things
are changing by choosing to make some changes that are quick to implement without
neglecting longer-term issues in order to allow the company to sustain the change over the long
term.

If, in a large company, client focus has to become a priority, this approach must be reflected at 1
top management level. In particular, the client must be eminently present in the Executive
Committee’s agenda.

In order to move from a product culture to a client culture, Jacques Horovitz explains that you 2
must stop thinking about improving the actual product, and start to think about the needs of
the client. In this way the product will evolve in accordance with those customer needs.
In order to offer a high-quality service, you have to keep an open mind and observe how things 2
are done elsewhere. This will inspire you and may enable you to transfer some of those good
ideas to your own business.

Companies which will survive in the future are those that have chosen to try to predict their 1
clients' expectations.
-^^^-
Being honest and authentic, and letting clients know you are a real person and not just 1
someone providing a service, builds trust and helps forge a strong relationship.
Taking the time to really build a relationship with clients and to gain their trust will enable you 2
to exceed their expectations.
It's more important to keep your clients informed than to deliver on time. They will be ok with a 2
delay in delivery, as long as you always communicate with them.
Even when a company has a low-cost strategy, it can still be client-focused. Indeed, it has 2
chosen to serve a clientele for whom the price is important. After all, “high-quality service” is all
about giving value to what clients really want.

A client-focused company that seeks to attract clients by promising them a service will satisfy 2
them by offering them the promised service, and will thus retain them as clients. Jacques
Horovitz explains how all of this improves performance and profits.

Through the story of a wedding gift, Marie Miyashiro explains how connecting to your 4
customers’ feelings and needs can make a huge difference and in turn can contribute to help to
create customer loyalty.

Truly great companies are always on the lookout for opportunities to deliver “wow” experiences 3
by doing something they know the competition would not do. The good news is that creating
loyalty is not difficult when you know the formula. In this videocast based on the real-life
anecdote of the taxi driver, customer service and experience expert Shep Hyken illustrates the
importance of delivering customer amazement by creating surprise.

Customers don’t do business with a company. They do business with the people who work for 2
the company. In this videocast, customer service and experience expert Shep Hyken explains
that every employee carries an important responsibility: being your company.

When it comes to amazing your customers, everyone, regardless of title or responsibility, can be 2
a leader. In this videocast, customer service and experience expert Shep Hyken elaborates on
how managers train new leaders in their organisation. The goal? Empowering team members so
that they take ownership of their work and pride in their company.

Customers hate to wait. Their time is valuable. As customer service and experience expert Shep 3
Hyken says, in terms of wait time, what we ought to be doing is under-promising and over-
delivering. In this videocast, Shep shares how to exceed customers’ expectations for increased
customer confidence and, more importantly, customer loyalty.

Tap into a team’s uniqueness and allow individuals to use their strengths on the job. In this 3
videocast, customer service and experience expert Shep Hyken reveals the importance of
encouraging your team members to use their passions and special talents to support the
company.
When was the last time a customer told you that you worked faster than they expected? In this 3
videocast, customer service and experience expert Shep Hyken explains how amazing people by
valuing their time builds confidence and trust from the moment they walk in your door.

When asked by a customer for something unusual, it’s easy to say: “I’m sorry, I don’t have that… 3
we can’t get it… we can’t do that…”, and so on. In other words, it’s easy to say no to your
clients. But that’s not what great companies do. In this videocast, customer service and
experience expert Shep Hyken explains how you can empower your people to come up with a
solution for their customers.

-***-
-^^^-
Everyone in your organisation sets the tone for your brand, so make sure your interactions with 2
all your various stakeholders are good.
Having brand consistency through every channel is vital for a business, so your customer is 1
always seeing one brand, however they interact with you.
Success is not only a matter of what you know and who you know, it's also a matter of who 5
knows you. By becoming a trusted contact and a source of answers, your influence or the
influence of your brand expands and so do your company’s opportunities. Warren Cass gives
you 4 tips to help you build more influence.

Are you aware of what’s said about you and your brand online? Through a striking story, 3
Warren Cass explains the effects of an uncontrolled online image and recommends how to
leave a positive trace online instead.

-^^^-
When you start a new role, bring your experience with you, but listen to people instead of 2
telling them you know better, and eventually you will be able to influence in a positive way.

The key to selling is not in talking to people about your product, but in listening to them. You 2
will learn from them what you need to make the sale.
The best salespeople have the ability to really listen to the customer, ask the right questions, 2
take in what they say, and go back and provide the solution for them.
A good manager needs emotional intelligence in order to connect with people, and must always 2
remember not to label people but to listen to them.
The earlier in your career that you can develop the ability to really listen to those around you, 2
especially about how your behaviour is perceived by others, the better.
Leaders need to be able to tell the truth and to listen to the truth and act on it, even if it isn’t 2
positive news.
When you start a new role, it's important to watch and listen for a while, before starting to 2
impose your own character on the organisation.
Asking the right questions at the right time is quite an art, useful to master. Questioning enables 30
you to hand over to another person, or to clarify certain points, but it can also generate a
sensation of oppression. This session will give you the keys to better understand how your
questions influence listeners and to better use questioning.
Rephrasing is a highly effective communication technique to ensure that you have correctly 30
understood your listeners. It also shows them that you are paying attention. But it does not
consist in repeating what they have said in an automated fashion. This session presents
different forms of rephrasing corresponding to various requirements. You can then practice
your new skills in a series of simple and effective exercises.

Listening is the basis of communication. Actively listening to the person opposite you enables 30
him/her to express him/herself clearly, which is gratifying and enhances the person's
motivation. As a manager, it also gives you the means to obtain all the information necessary to
make the right decisions. But why is it so difficult to be a good listener? What techniques can
you use to improve your listening skills? What is active listening? That is what this session is all
about.

Communication is not just what you say. Your attitude, your body language, your gestures also 30
convey a message. Your communication is like an iceberg, whose tip corresponds to your
conscious verbal message, while the submerged part corresponds to what your body
communicates more or less consciously. All types of behaviour can give rise to interpretation…
and a small detail can make all the difference. Follow this session to improve your
communication and make a bigger impact!

The Internet, e-mail, mobile phones, PDAs: the increase in means of communication allows the 30
distribution of more information, more rapidly. But strangely, these new tools are not improving
communication, so optimizing the flow of information can turn out to be quite unproductive if
the information is simply received but not assimilated. Good communication doesn’t depend
on technical solutions but on human skills that are absolutely necessary to the operation and
performance of businesses.<br>Consequently, it’s essential to understand the main obstacles to
communication as well as the key ways to communicate effectively.

Efficiency in communication depends on the speaker's and listener's capacity to understand 30

each other’s respective personalities.<br>Often, two interlocutors coming from the same
culture and speaking the same language do not manage to understand each other or worse,
come into conflict.<br>In this module, you will identify your dominant communication style
among the four styles of communication. You can improve the impact of your communication
according to your interlocutor's style.

Empathy is an essential component of communication. If one of your colleagues or staff 30

members needs to talk to you about a situation or if there is a feeling of tension… without
empathy, frustration and misunderstanding can build up.<br />This session will enable you to
assess your level of empathy and to practice using empathy in different situations.

Using good arguments is a subtle exercise, even if we all do it spontaneously and more or less 30
consciously in many different circumstances. The aim of using good arguments is to steer the
other person’s behaviour in a precise direction.<br>In this session, we present the different
argument styles. Each of these styles has its risks and limits, which you have to know if you want
to use them in the best way.
Obviously, you may see things in a different way from your colleagues! These gaps in perception 30
are natural but can become problematic… What happens if strong disagreements prevent a
team from agreeing on joint objectives, on the best way of accomplishing a task or on the
choice of a new employee? The team's communication and dynamic risk coming to a standstill!
It is therefore essential that you fully understand what influences your way of seeing things:
your perception filter.<br><I>Session created in partnership with Krauthammer
International</I>

Before drawing negative conclusions, Adam Grant suggests discussing problems calmly with the 3
person with whom you are in conflict.
Matthieu Ricard reminds you that human interaction involves many subtle cues, which is why 2
face-to-face communication is so important.
In our business as well as our personal lives, it is tempting to want to talk about ourselves. 3
However, as Warren Cass explains, people we meet are most receptive to us when we show
sincere interest in them. So how do we do that? Find out in this videocast!

-^^^-
Today all kinds of situations at work are labelled "conflict", from two colleagues not feeling at 30
ease with other to devastating open hostility. It is nevertheless interesting to distinguish
different phases in the process of conflict, according to the level of agressiveness and hostility.
Because the different phases need to be dealt with in different ways, it is vital to identify them
in order to resolve conflict effectively - which is the aim of this session!

When colleagues start taking up the cudgels and adopting strongly held positions, getting into 30
serious disagreements that make proper communication impossible, it means a crisis is on the
way.<br />When there seems to be no way out of a conflict, how can you stop things spinning
out of control and help people move on? This session gives you some practical solutions.

When conflict arises, a frequent reaction is to blame the other person and criticize their 30
attitude. But if we look a little closer, we realise that in many cases we ourselves are partly
responsible for the situation. We fall victim to our own unrealistic, negative attitudes: by
assuming the role of "rescuer", "victim" or "persecutor", we both cause and fuel conflict.<br
/>To escape from these roles, the key is clear-sightedness. This session is designed to help you
spot these psychological mechanisms in yourself and in others, and to step out of what we call
the "drama triangle".

Is it possible to criticise someone who is the root cause of a problem without causing conflict? 30
Can we change that person's behaviour without creating tension? The answer is yes, thanks to
the DESC method.

What we identify as interpersonal conflicts in the workplace are often a symptom of more 5
systemic issues. Marie Miyashiro explains how to resolve these issues by creating a shared
reality, that is by connecting to the individual’s needs as well as to those of the team and the
organiszation.

A lot of people fear conflict because it’s uncomfortable. They therefore don’t engage in any 2
conflict even though it could be beneficial for the health of the team. Patrick Lencioni goes a
step further by explaining how silencing conflict can be dangerous.

In this videocast, Patrick Lencioni shows how clarity and buy-in are key to obtaining your team 2
members’ commitment.
For Patrick Lencioni, there is no doubt that conflict within a team can be healthy. In this 2
videocast, he lists the major dangers of not having enough conflict in a team, and explains why
this can lead to a lack of engagement among the participants.

Patrick Lencioni reveals that we tend to avoid engaging in conflicts at work in order to spare our 2
colleagues’ feelings, but this often ends up in a worse situation than the one we are trying to
avoid. Discover why conflicts can actually be healthy.

Patrick Lencioni shares a checklist of items for resolving a conflict. 3

-^^^-
If you really care about the work you are doing, and you maintain authenticity and truth in your 2
relationship with your client, you have the power to delight them.
Great customer service should be at the heart of your business, so always employ people who 3
like people and look after them well, and make sure they look after your customers with
fantastic service.

As a woman in the workplace you will encounter gender misbalance and sexism, but you don't 3
have to accept it. It's important to work in a representative, inclusive organisation.

In the same way that it can be good to have a broad range of personal interests, make sure you 2
market to your customers by providing them with interesting things that will really engage
them.

Creating trust in a virtual context is challenging. We should see technology as a tool to help us 3
broaden our relationships, rather than simply replace face-to-face interaction. Anne-Laure gives
valuable advice on how to use technology to establish trust through informal connections.

Texting, emailing and voicemail constitute the main modes of communication in the 21st 3
century, but they are all forms of communication without direct interaction. This actually has
many advantages. Often, direct interaction is unnecessary as it requires more work and
therefore should be saved for instances where two-way interaction is necessary. Being able to
identify the purpose of communication will help you decide which form to use.

In many organisations a cut-and-paste culture prevails, which in fact often decreases innovation 3
and impedes meaningful analysis. In order to articulate your ideas, analyse problems and
properly resolve them, Anne-Laure recommends embracing the blank page.

Changing your organisational culture takes time, requires patience and should be seen as a 4
holistic process. Physically redesigning an office is often insufficient as people themselves need
to decide how to use their new environment. And if they don’t adapt as originally intended,
then the plan should be reinterpreted and revised. Through 2 inspiring organisational examples,
Anne-Laure pinpoints ways to help leaders who wish to rethink their culture through workspace
redesign.

Everyone has encountered never-ending email threads, which tend to get off topic as they are 3
forwarded on to more and more recipients. Anne-Laure gives you concrete tools to avoid this
very inefficient way of communication.

The digital age comes with an abundance of media. Do you write an email or use Yammer? Build 4
a PowerPoint or design a Prezi? Should we use LinkedIn, send a text or make a Skype call? For
Anne-Laure, these questions are missing the point: powerful communication does not depend
so much on the kind of media you select, but on making sure that everyone understands and
uses the selected media in a coherent, harmonious manner.
Communication has always allowed human beings to express emotions, but the immediacy of 3
today’s technology means emotions can quickly escalate. Everyone has been faced with
frustration or anger when an annoying email arrives in the inbox. Anne-Laure gives valuable
pointers about how to transform this frustrating experience into a constructive exchange.

One of the main challenges of the digital age is that people are always connected. Being 4
continuously connected can harm our capacity for creativity and analytical thinking. Anne-Laure
recommends going offline every now and then, in order to keep the upper hand on technology.

Global teams often mean many different cultures working together, which results in numerous 4
challenges when it comes to communication. Anne-Laure says that strong communication
needs to be culturally contextualised. She offers concrete techniques to make sure that other
people clearly understand your message.

Written communication is not an innate skill. Whether in a collaborative document or in an 3

online discussion thread, the ability to express your thoughts in a clear and coherent manner
means being able to structure and articulate your ideas. Anne-Laure puts forward some
valuable tips to improve your ability to write, which will in turn boost your critical thinking skills.

Many teams nowadays work remotely, a situation which creates complexity and new 4
challenges. Anne-Laure states that proximity, privacy and permission are ways to overcome
these challenges and to reinforce collaboration in remote settings.

When conflicts arise, knowing how to handle them can be tricky, especially in the digital era 4
where things move quickly in a connected world, in real time. In a situation where you face such
challenges, carefully selecting which medium you use is key. In fact, synchronous
communication and face-to-face contact are not always the best option. With a personal story,
Anne-Laure shows the benefits of slowing down and using asynchronous communication as well
as how you can put this knowledge to use in the 21st century.

One challenge of the digital era is creating a sense of engagement and connection in a virtual 5
context, especially when dealing with groups of people who must work together towards a
common goal. To achieve this, Anne-Laure tells a personal story about how she got two groups
of students on opposite ends of the globe to learn and work together. The outcome: a strong
sense of experimentation, engagement and connection.

Traditionally, when faced with a problem we seek the solution, which is called a reproductive 3
mindset. However, a design mindset actually encourages you to question the problem instead
of automatically searching for the solution. A design mindset is a productive mindset. Such an
approach is key for solving complex problems of the 21st century.

-^^^-
Always think about how to communicate your message effectively, and explain your reasoning, 2
so that people understand and want to share in whatever that message conveys.

If you have a big idea, however obviously beneficial it seems to you, you need to work hard to 2
sell it into your organisation and ensure there is buy-in.
It can be very powerful to treat your employees like adults and include them in everything 3
that's going on within your organisation.
Selling your ideas to a coworker, convincing a client, persuading the higher-ups: a manager is 20
always selling something. Success in your company depends on how convincing you are. This
module is the first in an intensive programme dealing with persuasiveness techniques. Look no
further if you want to find the keys to selling your ideas.

Being able to convince colleagues, superiors or clients is something all managers strive for. 20
Polishing your arguments and giving them the punch they need to succeed is something you can
learn. This module gives you the keys to delivering persuasive arguments.

However persuasive you may be, 20

you won't get anywhere if the person you're talking to isn't prepared to listen to your
arguments.
How can you set the right mood for such an exchange?
How can you avoid finding out, after a lot of talking, that the person you're talking to doesn't
agree? The “questions that make people say yes” technique is a tried and tested method of
boosting your powers of persuasion.

In a previous session, you found out how to set the mood and boost your powers of persuasion 20
using "questions that make people say yes". This session takes you even further and shows you
how to hone your question skills via some concrete examples.

"It'll never work"..."I'm not convinced"..."I don't agree with your arguments"... Knowing how to 20
deal with objections when we're trying to sell a project is an art in itself. This module gives you
the secrets of the 'mirror question', one of the most efficient ways to respond to objections.

Adam Grant shows that the messages you want to communicate internally are all the more 3
inspiring when they are delivered by the end-users of your products or services.

The main reason behind underperformance, according to Isaac Getz, is a lack of internal 3
communication. How can this be prevented?
Natalia Levina delivers key insights into successful online collaboration and community 3
management.
-^^^-
Always try to meet face-to-face at the beginning of a relationship, as phone conversations don't 1
allow for the non-verbal communication that can help foster understanding.

The best performances are close to the edge, so when faced with an important meeting the 3
safest thing to do is take a risk to try and achieve that level of performance.

-^^^-
Are you about to hold a training session? Rather than starting by drafting the content, think first 30
about your audience's expectations. The success of your training session will hinge mainly on
this initial structuring phase. How can you identify the trainees' needs? How should you take
account of them when designing your training session? That is what this session is all about.
A training session is a journey that you undertake with the trainees: the learning objectives are 30
the stages which give the journey its rhythm, while various learning techniques enable you to
reach them. But for the journey to be a success, it still needs to be well prepared… This session
will give you the keys to design a motivating and effective training path.

A jumbled presentation or a hasty demonstration… and your training loses all its impact! 30
Mastering the principal learning techniques will enable you to meet the objectives of your
training session. Find out about the right practices and the pitfalls to avoid in order to get your
message across!

How can you master your stage fright? How should you react to a question which interrupts the 30
flow of your presentation? These are two types of situations that this session will help you
handle. The objective? To enable you to make the most of your preparation work and deliver a
successful presentation.

Participants in the same training session can behave in very different ways: some will express a 30
constructive attitude while others will be silent, shy and passive. Others still may even express
doubts about the trainer’s suggestions… This session will show you how to respond by providing
you with a simple, practical typology index to manage the main participant profiles. You will
learn the right practices to adapt to individual behaviours in common work situations.

-^^^-
There will be moments in your career when opportunities present themselves that you are not 3
expecting
If you can train yourself to speak without a script in public, rather than reading a script, you will 2
be a much more effective speaker.
Preparation is essential when making a public talk. The key to any successful public speaking 30
engagement lies in its preparation; you cannot improvise a good speech. This session will
provide you with the valuable strategic and mental keys to successful preparation.<br/>

You have prepared your presentation. You know what you are going to say. But in the heat of 30
the moment, how will you keep your audience's attention? How can you stop it from flagging?
This session will provide you with 5 key principles to captivate your audience throughout your
speech.

Visual aids are highly effective tools for livening up your meetings. But some visual aids are too 30
confusing and tiring to read to be effective. This Session will give you the keys for making
readable slides that make an impact and using them judiciously during a presentation.

Manfred Kets de Vries reminds us of the power of stories to get messages across and involve 2
people rationally and emotionally.
Speaking authoritatively is not a luxury reserved for the select few. And you need to know how 4
to put it into practice! Not only can this type of communication improve team dynamics, but it
can also foster continuous learning. In this videocast, Warren Cass reveals 3 tips for
authoritative communication and explains how it builds trust and confidence in the workplace.

For many of us, relating facts might seem like the most efficient way to present information. 3
But, as Warren Cass reminds us, emotions are more memorable than data. In this videocast, he
highlights  the importance of communicating messages in story format. This allows us to add
personal experience, humour and suspense, and to better cement what we wish to share.
-^^^-
If you want any sort of partnership to work, you need to ensure that somewhere along the 2
chain everyone derives some value from the partnership.
How do you normally negotiate? Do you seek consensus, sometimes giving too much away and 20
regretting it later? Or do you have a reputation for being hard, of never giving in, even when it
risks destroying the discussions? Or are you in between these 2 extremes? Your negotiating
style is an essential component of the way you negotiate. This module presents the 4 main
negotiating profiles and allows you to discover your own, thanks to a 12-statement self-analysis.

In many negotiations, the parties use a form of trench warfare. Persuaded that in order to win 30
the negotiation, they have to start off with extreme positions, ''dribble out'' concessions,
conceal their real motivations as much as possible, put on the pressure, and wait for the other
to cave in. This module analyses this way of negotiating and explains its limits. It's an
indispensable stage in understanding the main stakes in the ''mutual gains" approach.

The mutual gains approach assumes a good relationship between the two partners. You are 30
unlikely to be successful by proposing to put your cards on the table if the other side suspects
that you are trying to manipulate them. And if the other side seems, at a given moment, to be
resorting to force or bluff, you will seek to protect your gains, and the discussions are therefore
likely to bog down.The whole psychological dimension is crucial during negotiation.

To succeed in your negotiations, you first of all have to prepare them. It's not because the 30
mutual gains approach requires you to take account of the other side's interests that you should
forget your own. Negotiation preparation involves analyzing your objectives in detail.
Preparation is also about anticipating those of the other side and working out how to take them
into account. It involves looking into possible options, especially by defining your best fallback
position. It covers the question of your strategy and ensuring you have the means to evaluate it
throughout the process. With the help of a realistic case, this session takes you through all of
the stages in good preparation and guides you through this delicate process.

How can you resolve conflicts of interest that seem inextricable? And how can you escape from 30
a situation that seems more like a pitched battle than a discussion between two parties who
would both gain from an agreement? The mutual gains approach is a negotiation strategy that
focuses its efforts on the interests that the parties share. It involves reformulating the
(apparently opposing) objectives of the two negotiators in order to identify the stakes that they
share. The negotiation therefore leaves the realm of conflict and moves towards a common
search for creative solutions. This module will show you how it is done.

According to Adam Grant, a good strategy to get what you want out of a person in authority is 3
to ask him/her for advice.
Amit S. Mukherjee explores the reality of 'win-win negotiation'. 4
-***-
-^^^-
If you are a determined and ambitious person, that is who you are irrespective of whether you 2
are male or female.
In an increaingly globalised and demanding world, young people need to seek out a career that 2
not only nourishes them but also interests them professionally, in order to live a balanced life.
Avivah Wittenberg-Cox talks about the motivational value of adopting a management style that 3
aims to help people develop rather than a culture of competition.

Charles Handy reflects on the role organisations could play to help their staff prepare for 2
retirement.
Jeanne Meister invites managers to help their team members manage their career. 3
Monika Hamori emphasises that it is important for you as a manager to think carefully about 3
the reward system you offer to your younger members of staff.
Monika Hamori explains the 'transactional' relationship that younger employees have to their 4
work.
Monika Hamori reveals that for your younger members of staff, commitment to the company 3
and seeking opportunities elsewhere are not mutually exclusive.
Monika Hamori reveals that training your staff and supporting them in their professional 4
development are key to retaining them in the company.
Your staff are particularly vulnerable when going through a career transition. Monika Hamori 3
reminds you to guide them through this critical time.
Monika Hamori reminds you that as well as giving your younger staff professional challenges, 3
you should also provide them with opportunities for personal development. This is a surefire
way to increase their commitment.

Monika Hamori reveals that out of all Gen Y's professional expectations, those that are most 2
frequently not met relate to personal development: training, mentoring and coaching ... some
food for thought!

-^^^-
Adam Grant says: each of your team members has the potential to become a star! 3
Amit S. Mukherjee tells us how risk-taking is a key to learning in business… under certain 3
conditions.
Avivah Wittenberg-Cox quotes a study showing that women outperform men on 7 out of 10 4
leadership skills.

In this videocast, Charles Handy makes a tailored presentation of his doughnut theory for 4
executives. Discover how to avoid boring organisation by showing the staff ways they can be
more independent.

There is no such thing as the providential leader, Manfred Kets de Vries tells us, but different 3
leadership roles that different members of your team will play.
Manfred Kets de Vries has no doubt that a good leader is one who plans for his succession and 2
develops his team members.
Manfred Kets de Vries believes that most leadership development programmes are worthless. 3
There are 3 necessary conditions for effectively developing people in a team.

Talented people need organisations less than organisations need talented people. The concept 6
of the Employee Experience has only recently gotten the attention that it deserves. For most
organisations, this is still unchartered territory. In the war for talents, Jacob Morgan’s tips and
tricks will provide a helpful roadmap to motivate your company’s most valuable asset – people.

Learn how to recognise the essential characteristics of a good leader. Of course, these include 2
the technical knowledge and the skills that Scott Snook calls the 'know' and 'do' components.
But a third component is even more important; the 'be'.  Find out what this is about.
-^^^-
Developing talent in teams successfully is an art. You have to give them responsibility, which 2
brings risk, but at the same time empower them to do things, which enables them to deliver.

Leadership means taking responsibility and never losing sight of the fact that your decisions will 2
affect all the people around you.
You need to be a part of your team as well as leading it, and make sure that instead of 2
micromanaging people you give them space to learn and the opportunity to show what they're
capable of.

The best way to develop talent is to give people responsibility early, but ensure you equip them 2
with the tools they need to succeed.
Give talented young people the right education and training, and then give them the 3
responsibility of management and let them learn and grow from their mistakes.
As a teacher you shouldn't provide your students with all the answers, you need to take them 3
so far and then let them search for and discover the answers themselves.
The more responsibility you give people the more they rise to the challenge. 2

Give people a clear mission and manage them as needed but give them the freedom to exercise 2
their own judgment.
If young people can harness their energy and find something that motivates them they can 2
make anything happen.
Choosing which skills to develop involves giving deep thought to the strategic choices of your 30
company and its future orientation. The goal is to develop skills that will give you a competitive
edge and enable you to adjust to the different developments within your company.

A training project for your team members cannot be improvised. As a manager, you play a key 30
role in providing effective training. You must validate the objectives and check that the selected
training programme corresponds to the skills they need to acquire and apply in a given working
context. This session will guide you in choosing, preparing, following up and assessing a training
programme.

Managers are used to delegating when team members are motivated and have the skills to 30
perform the task entrusted to them. But delegation can also help to develop your staff's skills.
When delegation has a training purpose, it requires specific support to ensure the mission is a
success and that the team member has acquired the skills defined prior to the mission.

A manager can opt for two very different styles in a management meeting, an advisory style or a 30
coaching style. These two styles have very different objectives and it is important for a manager
to know how to play on both registers. In this session, you will learn about these two styles, as
well as an individual approach to accompany your staff: the GROW approach.

Many working practices also provide informal training and contribute to developing your staff 30
members' skills. Some of these practices enable them to better integrate the company, others
to perfect their knowledge of their occupation or to better understand the environment outside
the company. These practices are common in the company, but a manager can organise them in
a more effective way to encourage a staff member to acquire a specific skill.
Feedback can help staff members to progress and develop their skills provided it is given in the 30
right way. This session will show you how to identify common errors and the principles of
constructive feedback.

Isaac Getz uses the example of a vineyard to explain the difference between sharing a vision 3
and centralising the decision-making process.
Don't always be the one to come up with a solution to your staff's problems. Let them work it 2
out for themselves like adults and use their initiative, advises Isaac Getz.

Discover how you can improve the efficiency of your company by trusting your young leaders. 3
Thanks to the example of the famous B52 bombers, Scott Snook shows you the importance of
this, and the way to do it.

-^^^-
Women need to learn to fly their own flag, and to be proud of their ambitions and not be afraid 3
of talking about their achievements.
Understand how people like to be treated – most people want to be respected and recognised 2
for what they do, and will seek opportunities to learn.
The key to managing people is to help them advance in their careers, and you can do that by 2
balancing negative feedback with positive feedback, and encouraging them to learn and
develop new skills so that they flourish.

Remember to notice the good things your people do and not just the mistakes they have made, 2
as praise will motivate them more than criticism.
One often forgets to congratulate staff members. Positive recognition is nevertheless essential 30
to give people fresh energy, take stock and capitalise on assets. But beware, though it may
seem simple at first glance, praise should meet certain conditions in order to be fruitful. This
session will show you the best time to call someone in to give them praise, and suggests
practical ways of helping them achieve their goals.

In order to help colleagues advance and be active in their professional evolution, managers 30
must hold a performance review meeting every year. What is the content and purpose of this
interview?<br>This session details the three phases of a professional interview and their
purpose, as well as the three main pitfalls to avoid.

Andrew Kinder explains why it’s important to give remote workers quick and clear feedback. 2

Charles Handy underlines the importance of praising and thanking your staff. 4
The best feedback is the feedback that comes from the customer. Ed Lawler reveals why this 6
feedback is so important for motivating employees and how to make sure you receive it.

"See no evil, hear no evil, speak no evil" is not an option. For Manfred Kets de Vries, if you are 2
to succeed with your colleagues, you must be able to tell them when they overstep the mark.

Manfred Kets de Vries emphasizes the importance of sharing the credit for successes and 1
acknowledging everyone's contribution.
Evaluations and judgements can often be counterproductive in the workplace. They may hurt 4
your coworkers and do not necessarily help them to understand how they need to change.
Marie Miyashiro explains why factual observations about your coworkers are much more
helpful and how these observations, as well as a sense of curiosity, can really contribute to the
employees’ productivity.

-^^^-
A great mentor has the 3 Cs: credibility, connectibility and capability; and you can learn from 3
them how to improve your leadership skills.
A good mentor will challenge you to come up with solutions to your problems yourself, and to 2
take control of your own destiny.
Help people spot their own talent by giving them opportunities – this increases their self- 2
confidence and encourages them to reach their full potential.
Executive coaching is invaluable for helping develop and improve your leadership style. 2

A great mentor is essential in helping you succeed: they create opportunities for you, sponsor 2
you and push you to move forward to the next stage of your career.
Women need peer support and networking opportunities in the early stages of their careers to 2
encourage them to pursue the right career paths.
If your former boss is a role model for you, and you have a good relationship with them, they 2
can make great mentors.
A mentor is key to the development of your career: you can share your experiences and discuss 2
problems in confidence, and they can help you work out how to resolve issues.

A good mentor helps you develop the skills you need to move forward successfully in your 2
career.
It’s important to give people time for development, and the space in which to do it. 2

A great mentor can teach you valuable skills by setting an excellent example. 2

A good boss listens to employees and values their opinions, trusting them with responsibility, 2
but also leading from the front and inspiring them.
The ideal boss is one who gives advice and help without being patronising or making you feel 3
humiliated. You can learn a great deal from them and those skills will help you manage your
business better.

A coaching approach that is not part of an ongoing process is unlikely to achieve its objective 20
and may even be counterproductive. But how do you go about being a coach: what do you say
and when do you say it?<br>This Session will show you the various stages of coaching, from the
very first meeting to the consolidation meetings, so that all individuals being coached can make
real progress at their own pace.

How can you bring psychology into your management techniques? How can you be the one 20
who knows how to motivate a team and implement change? This session helps you think
carefully about your managerial role and about the skills you need to develop in order to coach
your staff. By giving you the keys to understanding the impact of your questions on those
around you, it will help you use those questions more effectively.

The main job of a manger is to help staff members develop their skills .<br>How can you 20
become a manager-coach ?<br>You have to know how to interpret people's emotions, without
allowing yourself to be influenced by your own ways of looking at things. This session shows you
how to achieve this.
Coaching and being coached require prior mutual commitment and a willingness to improve on 20
the part of the person being coached. That said, it is vital that coaches create conditions that
foster an honest and fruitful conversation during each meeting.<br>This Session will give you
the tools for creating these conditions. It will help you listen more productively to those being
coached, while giving them a greater awareness of their behaviour and progress.

It takes time to help a colleague to change. This session will give you a complete overview of 20
what you've learned via an example of coaching between a manager and a colleague. Working
from a simple and practical coaching objective, you'll see a series of discussions that will help
you to identify the types of behaviour that are successful and the difficulties inherent in this
type of procedure.

As a manager, you need to realize that your team's well-being is not a luxury or something you 20
can relegate to the bottom of the pile. It is a fundamental condition of sustainable performance
- a fact that has been proven by a growing body of research.<br>Yet what exactly does the term
"well-being" mean and what are its symptoms? To what extent should the manager play a role?
Under what circumstances should the manager keep his distance?<br>You will learn the
answers to these questions in this module by The Team entitled "The stitch".

An happy team is a high-performing team. Each team member will give their all, and this has an 20
immediate impact on productivity, innovation and customer focus.Yet how do you know
whether "all is well" with your team? What should you look out for? What questions should you
ask your team and each team member to find out if they are happy?<br>You will learn the
answers to these questions in this module by The Team entitled "3 sighs".

A friendly atmosphere within a team leads to better performance. When one team member is 20
overloaded with work, another steps in temporarily to help. During brainstorming sessions, the
team members bounce ideas off each other rather than criticizing other people's contributions,
etc.<br>In some cases, this positive atmosphere may arise naturally. However, you need to
know how to develop a long-lasting positive atmosphere by creating a harmonious working
environment.<br>What are the founding principles of this atmosphere? What practical steps
can you take to create this atmosphere within your team?<br>You will learn the answers to
these questions in this module by The Team entitled "Twins".

Javier Aguado explains, using the example of Philip of Macedon, to what extent the support of a 3
coach is important for a leader.

Manfred Kets de Vries recommends asking people good questions if you want them to take on 4
board the personal changes they need to make.
Manfred Kets de Vries guarantees that you will get the best out of your team members if you 2
take a genuine interest in the "inner theatre" that affects their behaviour at work.

As employers look for ways to better manage their increasingly age-diverse workforce, reverse 4
mentoring just might be the answer. Jacob Morgan gives you four tips on what your
organisation can do to be successful with reverse - and even mutual - mentoring programmes.
Just because you are dealing with people who have more expertise and knowledge than you 1
doesn’t mean that you can’t challenge them or give them some input into how they do their
work. Not doing so would deprive them of fresh ideas and a new perspective that they might be
unaware of. Discover with Patrick Lencioni the best way to suggest improvements.

Through a powerful basketball story, Pat Lencioni reveals that it’s important to recognise when 3
people put their ego before the interests of the team and why this kind of behaviour should be
prevented.

Reverse mentoring usually involves a younger employee helping an older one to keep their job 3
skills up to date and to remain in the loop about what younger people are thinking and doing.
Tammy Hughes reveals how companies like General Electric use reverse mentoring programmes
to create a learning culture in an organisation and how all generations can contribute to and
benefit from it.

Reverse mentoring can have great benefits and help companies to keep track of changes in the 5
environment and react accordingly. But making it work is a complicated art. Tammy Hughes
reveals 5 tips for successful reverse mentoring.

Finding a mentor, in particular a reverse mentor, is a great way to develop the skills that you 4
need. Although there are many different ways to find a suitable mentor, the process needs to
be thought through carefully so that you both get the most out of the experience.

Reverse mentoring is well known as an effective method for tapping into the skills and 4
knowledge of the different generations and transferring those skills and knowledge from one
generation to another. It is less known for another of its key advantages, which is improving the
retention rate of millennials. Discover how and why.

-^^^-
Talent development groups all the initiatives that allow employees to acquire the necessary 20
skills to accomplish their work, either current or prospective. It is therefore a key tool for
implementing a company's strategy. This module gives you the keys to help your employees
grow, while still ensuring the company's success.

Develop the right talent, and then use people's strengths to balance out your team. 2

Constant encouragement is vital, as is keeping people motivated by making them feel the 2
organisation is really paying attention to their professional development.
Providing great training for your people will pay off 2

How can technology improve training effectiveness? Through the example of a start-up learning 3
platform, Rahaf Harfoush reveals how technology can adapt to individual learning habits.

Rahaf Harfoush reveals the progress technology has brought to learning and how companies 3
should take advantage of all the tools that are available to increase their performance.

-^^^-
Manfred Kets de Vries explains the risks of micro-managing, which can lead to overwork... and 2
poor outcomes.
Working a lot and working well are not the same thing, explains Manfred Kets de Vries. 2
Manfred Kets de Vries tells you that you have the right to enjoy life and have a fulfilling job! 2

Manfred Kets de Vries encourages you to stop rushing around and enjoy life. 2
Manfred Kets de Vries suggests that we look out for tipping points in our lives where we feel a 3
compelling need for change.
Tal Ben-Shahar uses the story of Michael Newman in the Hollywood movie "Click" to show why 4
we need to stay open to opportunities when we try to achieve our goals.
-***-
-^^^-
When people don’t feel that what they say matters, they don’t give their best. As a result 3
performance is affected, sometimes in dramatic ways as this story of the 2003 NASA Columbia
space shuttle disaster reveals. Through this story, Amy Edmondson highlights the positive
impact the combination of high levels of psychological safety and motivation can have on
performance.

Workplace accidents are often due to the top-down way safety protocols are developed and the 4
fact that employees don’t always speak up when they are asked to, even when it’s their life at
stake. To overcome this, Amy Edmondson advocates for a psychologically safe culture built on
care and respect so that employees feel comfortable sharing their concerns and can work with
leaders to co-create safety protocols.

Hierarchy can have a deeply silencing effect and sometimes the results can be catastrophic. 4
Let’s find out the extent of the potential consequences as Amy Edmondson talks us through the
story of the 1977 airline disaster in the Canary Islands.

Sexual harassment needs to be nipped in the bud as soon as it occurs: it harms employees, 4
compromises their dignity, leads to a loss of talent and can have damaging economic
consequences for the company. Amy Edmondson describes the best course of action when this
type of harassment occurs in the workplace.

-^^^-
Amit S. Mukherjee gives three simple rules for building a virtual company integrating suppliers. 4

According to Michel Fender, if you want to improve your supply chain, an essential first step is 3
to visit your points of sale and hear what your customers have to say.
Michel Fender reveals that when it comes to your supply chain, the simplest solutions are often 4
the best.
Michel Fender highlights the importance of studying your competitors' choices before 2
establishing or developing your own supply chain.
Michel Fender explains that it is not always wise to have the same supply chain for all your 4
products. Don't be afraid of segmenting it!
Michel Fender explains that an effective supply chain depends above all on cooperation and 3
trust.
Michel Fender emphasises that the supply chain cannot be considered independently of your 3
company strategy. The supply chain serves the business!
Sort through your product range, advises Michel Fender ... and optimise your stock. 4
Michel Fender demonstrates that the role of the supply chain is to bridge the gap between 3
production and sales.
For Michel Fender, segmentation is key. Promising everyone the same service level without 3
considering their individual needs may cost you dearly.
To define and implement the best supply chain solution, Michel Fender has one prerequisite: 3
cooperation.
Michel Fender explains that a few simple solutions can enable you to cut your logistical costs 3
significantly.
Michel Fender invites you to identify which of your products/services have no shortage allowed. 3

Which products/services do you want to be able to deliver 'on time in full'? Michel Fender 3
explains how you will be able to deduce the associated costs.
Michel Fender reveals a key factor in the success of your supply chain: discipline! 3
Michel Fender explains that every good supply chain decision must take into account the 3
company's managerial practices that determine the behaviour of everyone concerned.

An effective supply chain, explains Michel Fender, offers a global approach that can nonetheless 4
be adapted to take local unique characteristics into account.
-^^^-
This Session introduces the main principle of Lean philosophy: detecting and eliminating waste. 20
What types of waste can exist in a process? What is the ideal process? What is the gap between
the current process and the ideal process? What waste exists in my process?

This module seeks to answer three questions: 1. How do I make sure there is no waste in the 20
process? 2. Do the steps in the process actually add value to the product or service? 3. What
metrics can I use to optimise the process? This Session examines the concept of Lean flow and
explores 2 key metrics for performance. These metrics allow organisations to optimise cash flow
and performance. This Session pinpoints factors that impede ideal flow and then proposes
concrete solutions for improvement.

In Lean operations, having responsibility for quality as early as possible in the process is key. 20
How can managers implement this practice? This Session focuses on the stop and fix it
mentality, promoting standardised work, and explains management tools for root-cause
analysis to fix the cause and not the consequence. The Session also explains how to build in
error-proofing poka yokes.

This Session explores the advantages of reducing batch size. This tool allows organisations to 20
maintain throughput, but at the same time reduce inventory in the system as well as the
amount of waiting time. As a consequence, organisations will be more responsive to customer
demand and increase quality.  Advantages and disadvantages of this tool will also be explored.

Traditionally, organisations produce according to forecasts. They take raw materials and adopt a 20
Push production to the end of the process. But forecasts are almost always wrong. If an ideal
process should be full synchronisation between supply and demand, why not synchronise
processing and demand? This Session will explore the Lean concept of kanban and will propose
solutions to control inventory.

This Session explores another Lean tool that seeks to organize the organization around the 20
customer rather than around the function. This Session will underline the advantages through
real-life examples: group accountability, customer-focused, increase in dynamic performance.
In addition, the Session will examine possible sources of tension created by this tool, offer
solutions and will prepare managers for its implementation.
The key to Lean is understanding that improvement is continuous. Many sources of waste are 20
hidden deep in the system: therefore we need to use techniques to make problems visible. This
Session will help managers exercise exploratory stress (management by stress) to see exactly
where problems lie. The Session also introduces another important Lean tool: andon. Managers
will learn how to get their employees to help make problems visible themselves!

Amit S. Mukherjee shows that processes can be a burden to companies if not regularly 3
reviewed.
Amit S. Mukherjee recommends performing core empirical experiments to test complex ideas. 5

Amit S. Mukherjee shows that middle management problems can have a severe impact on 4
companies' stock prices.
Amit S. Mukherjee shares a valuable method for learning about your business and solving 4
problems.
Lean and mistakes don’t mix. Why? Because fixing mistakes is a wasteful, costly activity. Lean 3
not only encourages us to correct mistakes as early as possible, but, as Gad Allon underlines, we
should go a step further and design processes to safeguard against mistakes. By preventing
mistakes before they happen, the advantages are numerous!

One of the most important ideas in Lean is that improvement must be continuous. Many firms 2
don’t go far enough or aren’t persistent enough in their search for solutions, which can be a
costly mistake. In this videocast, Gad Allon tells us about how one company decided to fix a
basic problem. But the solution actually became a huge problem later on...

To be Lean, you’ve got to have excellent visibility in the process. But in complex processes, this 2
can be extremely challenging for managers because visibility is reduced, making it difficult to
direct your attention to the right place at the right time. Digital technologies have made it easier
to get a better view of your process. In this videocast Gad Allon tells the story of how one
company harnessed technology to make sure they saw what they needed to, when they needed
to.

Traditionally, organisations physically group resources (people and machines) according to their 3
function. But Lean encourages organisations to rethink the way they organise their resources.
The tool is called cellular layout: instead of organising people and machines according to their
function, what benefits would result if we organised them around the value stream? Gad Allon
cites the example of a life insurance firm to illustrate that such an approach can work for
everyone.

Lean attempts to reduce levels of inventory within the process, reduce waiting and optimise the 3
process so as to produce services or products just in time, not early, not late. One of the
techniques to do so is called Kanban, which consists in authorising upstream stations to send
work downstream. While traditional Lean practices use physical Kanban cards, Gad Allon reveals
the numerous advantages of using digital "e-Kanbans".

One of the fundamental principles of Lean is that top management must be close to front-line 3
staff. By doing so, the manager will gain a valuable insight into the daily realities of his or her
staff. Gad Allon illustrates this technique with a real-life example and shows the enormous
benefits that stem from such practices.
One of the big challenges of Lean comes from the fact that everything is called into question, all 2
the time. If we adopt the philosophy that says “Today’s solutions are tomorrow’s problems”
how can companies and managers better prepare to take on a philosophy where total
satisfaction never exists?

Lean operations can be a bit intimidating for many managers. There’s a lot to know: techniques, 3
philosophy, tools… Sometimes managers trying to go Lean may feel overwhelmed and
managers often wonder if they need to bring in external consultants to implement Lean. In this
videocast, Gad Allon will help you weigh the risks and benefits of either choice.

One of the main ideas in Lean is about inclusion. Within the firm, Lean is supposed to be 3
universal. Everyone is on board, everyone is dedicated to making sure Lean ideas and principles
are put into play. In this videocast, Gad Allon reveals how getting front-line staff involved in
problem solving can be beneficial to your organisation and particularly how they constitute an
invaluable resource for gaining in visibility.

If there’s one bad word in Lean, it’s waste. Waste is Lean’s worst enemy. Lean seeks to make 2
waste visible and then eliminate it. While it’s easy to think that major industries today have all
found ways to perfect their operations, the example of an ordinary Coke can serves as a
wonderful illustration of improvements that even huge firms should be making if they want to
save money and stay competitive.

Moving from a traditional push system to the Lean alternative, a pull system, can seem like a 2
huge hurdle for many organisations. But in this videocast, Gad Allon delivers an example that
underlines how easy adopting pull techniques can actually be. In addition, using such
techniques are within everyone's reach!

Rahaf Harfoush highlights the importance of sharing data throughout the whole organisation as 3
different functions can benefit from it in many different ways.
-***-
-^^^-
Is the market buoyant or in decline? What is its potential? How is the competition positioned? 20
What about the competitive environment? These are some of the key questions you should ask
when you analyse a market and adapt your strategy.

Getting into a market and maintaining a competitive advantage is the strategic goal of any 30
company. However achieving this goal is not always easy, and a company's strategy will vary
according to whether a sector is growing or in decline. Moreover if the company has
overestimated market growth, it is likely to suffer disastrous cumulative effects in terms of both
revenue and costs. This Session deals with analysing market dynamics, anticipating how they
might evolve and adapting your strategy accordingly.

To succeed in business you need a good central idea and then you need to be determined, 3
committed and persistent.
Establishing trust is an essential part of creating a successful business. 2

A very effective way to grow your business can be to ensure you are within an ecosystem, either 3
at the centre allowing others to build businesses around yours, or on the outside.

Amit S. Mukherjee shows that planning and execution are not enough in a networked business 4
environment.
Forget about planning and execution: Amit S. Mukherjee invites you to 'sense and respond'! 4

Amit S. Mukherjee shares three questions to ask yourself when looking for business partners. 4

Amit S. Mukherjee argues that good cooperation makes for a thriving business. 3
Amit S. Mukherjee shares valuable advice about partnership. 2
Jack Kaplan outlines the 7 components of a good business plan. 3
Jack Kaplan warns of the dangers of not standing out from the competition. 2
Jack Kaplan explains why milestones and risks are a very important part of the description of the 2
products and services within a business plan.
Jack Kaplan explains why you should pay particular attention to the sales and distribution plan 2
in your market analysis.
Jack Kaplan highlights the importance of intellectual property and explains the dangers of not 2
protecting your patents, copyrights and trademarks.
Jack Kaplan details the key features of the management section of a business plan and explains 3
why you should focus more on the team than on individuals.
"It's the way we do things" doesn't work for long in modern business, warns Jean-Claude 4
Larreche. Just stop the routine!
Lost opportunities can kill your business, says Jean-Claude Larreche. Be alert and jump at them! 3

Don't be a spender always trying to fight for a bigger budget, advises Jean-Claude Larreche. Be 4
smarter instead and make new promises to your customers.
There is no such thing as customer value per se. It's all a question of perception by your various 4
categories of consumers, explains Jean-Claude Larreche. Try to identify the most receptive ones.

Don't just deliver product to your customers, states Jean-Claude Larreche. Provide them with 4
the definitive solution to their big problem.
Jean-Claude Larreche shows that everybody in a company is interested in innovating. The more 5
you listen to ideas for small ways to innovate, the more growth you generate.

As Jean-Claude Larreche says, don't just focus on the next transaction. Try to assess the long- 4
term financial potential in your relationship with your customers.
Instead of looking for the next big deal, Jean-Claude Larreche invites you to build on recurring 3
small transactions.
Make your customers happier, says Jean-Claude Larreche… but choose them first. 4
If you want solid growth, investigate new groups of potential customers, advises Jean-Claude 4
Larreche.
-^^^-
Seeing the need that nobody else sees is what makes a real marketing genius, someone who 2
finds the opportunity in the marketplace to create something new.
Sometimes big companies have a vested interest in maintaining the status quo, so be prepared 3
to think creatively about how to make something innovative happen inside an organisation like
that, and have the courage of your convictions.

Charles Handy uses a butterfly metaphor to describe a small and flexible organisation that has 3
multiple advantages over larger and heavier structures.
Charles Handy explores the possibility of giving employees more flexibility and freedom in order 2
to motivate them and unleash their full potential.
Intrapreneurship is a skill that is required more and more within companies at all levels. Dorie 2
Clark shares her definition of this buzzword and explains how intrapreneurship can benefit both
company and employees.

One of the qualities of intrapreneurs is that they are able to maximise how limited resources are 4
used and tend to solve problems more cost-effectively. Discover with Dorie Clark why this
mindset can lead to better and more creative solutions.

Through a very inspiring story, Dorie Clark explains how starting a side venture can help you 4
acquire skills that can be useful to your company and therefore advance your career. She goes
on to share some tips on how to do this successfully.

Successful intrapreneurs can bring creativity into their work in order to add value to their 3
company and ensure that their interest and passion for their job always remain strong. Find out
how with Dorie Clark.

Having a mentor can be an invaluable transformative experience. But it’s not always easy to find 4
the right person as great mentors are scarce and their time is often limited. To get round this,
Dorie Clark suggests building a mentor board of directors. Let’s see how you can do this and
what the benefits of this practice might be.

Entrepreneurs and intrapreneurs are often seen as willing and able to take big, bold risks in 3
order to bring their ideas to fruition. Dorie Clark explains why she disagrees with this perception
and how, instead, these types of people do all they can to mitigate the risks of failure.

One key characteristics of intrapreneurs is their ability to break the rules and then convince 2
other people to get on board. Dorie Clark shows the best way to achieve this result.

In today’s world, it’s in the interest of employees to take ownership of their personal 3
development and the management of their career. Dorie Clark explains why she thinks this new
mindset is the essence of intrapreneurship.

Jack Kaplan analyses the success of Facebook and gives hints and tips on how to turn 3
opportunities into viable businesses.
Jack Kaplan reveals the art of writing and presenting a business plan. 3
Jack Kaplan reveals two of the traits that can help an entrepreneur to succeed. 3
Jack Kaplan explains that having a good plan is not always enough when you try to convince an 3
audience. See how passion can make the difference.
Jack Kaplan reveals why it is important to focus on your strengths while being aware of your 3
weaknesses so you can compensate for them.
Jack Kaplan explains why entrepreneurs must have a vision and a strategy for selling their 3
venture.
-^^^-
Financial control is often seen as a restrictive and short-term measure. In reality, it can play a 20
key role in performance and change management.<br>This Session will help you understand
the purpose of financial control and choose the control system best adapted to your business,
giving you a dynamic vision.

Forecasting is not an easy process. Management obviously needs to know the amount of cash 30
flow available in the medium term for financing its investments and acquisitions.<br>How can
you improve the quality of forecasting and thus your credibility? This Session will show you
how.
Drawing up and managing an operating budget is much more than an accounting exercise. A 30
budget reflects a strategy and takes account of the vision of many players (financial controller,
CEO, etc.). Seen in this light, the person drawing up a budget is a project manager. This Session
will give you the keys to successfully fulfil your mission.

How do you calculate the cost price of something? In this Session, we are back with Mr Davies 30
and his company, Toys of Yesteryear. He is about to get his business off the ground by importing
products. His main challenge: to determine how each product will contribute to covering his
fixed costs. This involves the analysis of cost prices using the partial costs method, followed by
the analysis of the breakeven point. Two years later, Toys of Yesteryear has become a fully
fledged going concern. A new business model means a new method of calculation: the company
must factor in its indirect costs. This is the full costs method, which are calculated using the
weighting criteria approach. This is a key Session for anyone keen to grasp the role of costs in
running a company.

A well functioning business is one that efficiently uses the financial resources that it obtains. It 30
uses these resources to carry out operations that create value and generate cash flows.
Expressed simply: in order to steer your business well, you have to master the three keys of
financial diagnosis: financial equilibrium, profitability and liquidity.

As a manager, you have to watch your profitability carefully – but which profitability are we 30
talking about: your commercial profitability, economic profitability or financial profitability? In
fact, these are different ways of measuring profitability, and you need to understand them in
order to speak a common language both within the company and with your capital providers.

To ensure the financial equilibrium of your professional activity, you have to make efficient use 30
of the mix of financial resources (debt/shareholders equity) available to you. Once you have
analysed your balance sheet carefully, you need to manage the level of your assets shrewdly –
accounts receivable and inventories, in particular. Just like fixed assets, these represent a real
investment on your part. By analysing your company's financing policy, especially its debt
management, you will gain a better understanding of the financial department's responses to
your requests for investment funds.

As a manager, you understand the crucial nature of the cash your business generates. A 30
company can record good profits but go into liquidation due to insufficient cash flow. This
Session addresses why it’s useful to identify your business’s various cash flows properly and
how your management decisions are reflected in them.

As a manager, your fundamental role is to create value. This is what the shareholders and 30
creditors of your company expect and, in the end, it's on this criterion that you will be assessed.
Therefore, you must understand how capital providers think when they valuate your business
and make their lending and investment decisions.

To steer your business well, you must make the link between the implementation of business 30
strategy and value creation… and identify the levers to use to optimise the latter.<br> That's the
focus of this Session, which gives you a simple and effective method to manage through value
creation on a daily basis.
What's your main role as a manager? Creating value to repay the capital your company has 30
allocated to your activities. Needless to say, that finance has to be at the centre of your
thoughts!<br>But what are the best habits to practise on a daily basis? What rules do you need
to know? How do your habits relate to the financial operations in your assignments? We’ll show
you the big picture in this Session.

Created for non-financial staff members, this first Session in the “Fundamentals of finance” 20
programme is dedicated to the most traditional approach to a balance sheet: the financial
position-based approach. It explains basic concepts such as assets, liabilities, shareholders'
equity and provisions.

This Session on the economic balance sheet will help you to interpret the balance sheet from an 20
operational point of view and to understand the roles of the various business cycles: operation,
investment and finance.

This Session focuses on the most traditional presentation of an income statement: presentation 20
by nature. It explains what makes up a company's income: operating income, financial income,
exceptional income, etc.

Destined for non-financial staff members, this Session provides an introduction to finance. It 30
shows how a company's activities and performances are reflected in its financial statements:
balance sheet, income statement and cash flow statement.

This Session is aimed at non-finance professionals and is about the by-function or by-purpose 20
presentation of the income statement. It explains how the company's profit is worked out
through the operating profit, the financial profit and the extraordinary profit.

If a business is failing and you won’t be able to save it have the courage to admit your mistake 3
and then shut it down.
Jack Kaplan explains why you need to pin down the costs before taking a business opportunity 3
forward.
Jack Kaplan reveals the importance of getting accurate estimates of the market potential when 3
you write the executive summary of a business plan.
Jack Kaplan details the key components of the financial analysis section of a business plan and 3
explains why you should be careful with cash flow forecasts.
-^^^-
If you go into business with a partner but soon realise it's not working out because you have a 2
different moral code, act quickly to terminate the partnership.
-***-
-^^^-
Charles Handy invites you to identify who your company is working for and on whom they 3
should focus their efforts.
Lutgart Van den Berghe tells us what we need to look out for during mergers or acquisitions. 3

Any strategic decision should take the cycles of your industry into account. Lutgart Van den 3
Berghe stresses the importance of being cautious when a new opportunity arises, and how we
need to look at a "downturn" scenario in order to assess all the risks our decisions might entail.

At all levels of a company, it’s important for everyone to be accountable for their actions, and a 4
system of countervailing powers must exist to keep them in check. Lutgart Van den Berghes
explains the dangers of not implementing such a policy.
External audits can be very useful to companies provided they respect a few ethical rules. The 4
example of Enron shows how dangerous it can be not to respect these rules.

Reliable and accurate internal control is vital to any company. Lutgart Van den Berghe takes an 3
example from the food industry to show that building your business on inaccurate figures can
have catastrophic consequences.

In any business where you have a vested interest for personal or family reasons, there is a risk 3
of conflict of interest. The story of a manager of an international representative office
demonstrates why it’s important to avoid losing your objective judgment and getting involved in
unethical practices.

Matthieu Ricard emphasises how women should take a more prominent role in order to help 3
soothe tensions in the workplace and in society at large.
-^^^-
Corporate responsibility, sustainable development, corporate ethics - what exactly do these 30
new watchwords mean? How do these issues concern you as a manager?<br />This session
throws light on the concepts and challenges of corporate responsibility and lays the foundations
of an insightful professional practice.

Responsible leadership means being ethical in the way you conduct business, and ensuring your 3
business has a positive impact on your community.
To attract talented people to work for your business it must have strong ethical credentials and 2
genuine corporate social responsibility.
You need to be true to yourself and follow your own moral and ethical code and in the long 3
term you will benefit.
Companies are increasingly having to face up to their corporate social responsibilities. But this 4
phenomenon doesn’t have to be seen as a burden – it can be an opportunity to expand your
business.

Corporate social responsibility involves changing everyone’s mindset. Lutgart Van den Berghe 4
explains why commitments have to be made at every level in the company to contribute to
innovative sustainable solutions.

How can gaining awareness of an organisation’s present sustainability policy be a key driver 4
behind going further with "going green"? Jeremy Myerson warns against creating unnecessary
resistance by imposing extreme sustainability projects not supported by the organisation,
preferring instead to encourage understanding and support.

Matthieu Ricard explains why bringing an altruistic dimension to your business will help attract 2
and retain motivated talent.
Matthieu Ricard calls for the rise of a caring economy to preserve our future. 3
Immediate profit isn't the be-all and end-all. Matthieu Ricard reminds you that your business 2
has a larger, threefold responsibility.
-^^^-
If you risk money it can be replaced, but never risk your reputation, your integrity or your own 1
credibility, which are irreplaceable.
True leaders master their brief, stay true to their moral compass and take responsibility for their 3
actions even in the most difficult times.
Aspire to love your fellow man and to be fair to them - if you follow this creed you'll have no 2
regrets at the end of your career.
At times in your career, you may be faced with difficult ethical decisions. However inconvenient 3
the timing, make sure you do the right thing.
If you maintain a good relationship and are honest with your suppliers, they will help you to 2
trade through the difficult times.
Even when you see an opportunity to make a fast buck, don't take it if it will mean 2
compromising your values.
If you fail to convince people of the merits of your argument then you must respect their views, 3
and instead of forcing your decision on them work to win them round.
No matter how difficult and whatever the cost, personally and professionally, you must stick to 2
what you believe in and do what is morally right.
In business if you have to make a judgment call it is always better to treat people fairly and build 3
up relationships that will help you in the long term.
Tough goals? Achievable goals? … Ed Lawler explains how to determine the right level of 5
difficulty when you set goals for your staff.
Francis Cholle explicates why a thriving company is not the only trigger to human motivation 4
and well -being. More subtle mechanisms are at stake, among them, the importance of a
common sense of purpose.

Matthieu Ricard invites you to give the people you work with the opportunity to make a 3
contribution towards caring for the environment.
Rahaf Harfoush stresses the importance of ensuring that the collecting and use of data is ethical 4
and gives 3 rules you should respect.
-***-
-^^^-
Your primary raw material ? It's money. So you'd better know the cost of your capital employed 5
to make sure your investments really create value.
You need to apply a few basic principles if you want to ensure that your financial forecasts really 4
make sense.
You buy a target company loaded with cash: do you really create value? Actually, not… 4

You think you mainly have a P&L responsibility? Wrong! You also have balance sheet and cash- 3
flow responsibilities.
What's behind the fancy words "Value-based management"? 3 key practises to help you decide 3
and act on a daily basis.
Consider working capital as the crossroads at which all departments within the company meet. 4

Finance departments have to apply to themselves what they preach to others 4

What you should know about finance to run your business efficiently. 4

Determining the optimal level of debt is tricky… However, it helps to consider a few key issues. 4

Find out why M&As have a higher failure rate than hollywood marriages. 5
Discover an enlightening scheme to help understand the way your business works. 4
Hear about 3 ways companies are threatened by poor financial management. 4
Despite the hype around it, "earnings per share" is a poor indicator for measuring value 4
creation… learn why.
The companies that create the most value today are not those that have physical or financial 5
assets but those that manage intangible assets effectively.
Financial engineering is an essential tool for generating creative and competitive financing at 5
the right time and the right price.
Financial management is ill-equipped to appreciate the value of disruptive innovation. 6

-^^^-
Working capital is a very important aspect of balance sheet analysis and is often high in 20
continental European countries. What exactly is working capital? How can one analyse it
judiciously? Find out in this Session.

-^^^-
What is a cost? This Session will ground you in the fundamentals of costs through the case study 20
of Mr Davies, the founder of a wooden toy import company.<br>Does a cost correspond to an
expense or a charge? Can you distinguish a fixed cost from a variable cost? A direct cost from an
indirect cost?

Many companies use the traditional cost centre method to calculate their cost price. This is 30
what we call the "full cost" technique. It consists of assigning indirect costs incurred by
managing centres to operational centres. This method has its limits, as it does not adequately
reflect the reality of operations across a company. This is where the ABC (activity-based costing)
method comes in. It has become the reference for large organisations for the calculation,
analysis and strategic tracking of cost prices.<br>This Session will use a very simple case study
to compare cost calculation using the two methods and to grasp the strategic advantage of
activity-based management to steer costs and integrate them in a management system.

Designed for non-financial staff members, this first Session in the programme on the building 20
blocks of financial analysis is dedicated to analysing a company's income statement showing
intermediate balances. Has the company improved or deteriorated its manufacturing
processes? Is it controlling costs properly? Is it more or less productive? How is its investment
policy evolving? This is what this Session will teach you how to analyse.

Intended for non-finance professionals, this Session is all about analysing a company's income 20
statement in its by-function or by-purpose presentation. How do you break down the growth in
sales? What indicators can be used to conduct a financial analysis? How do you assess changes
in the company's investment policy? You will find answers to all these questions in this Session.

Cash flow is the lifeblood of a company. When a company is failing, it is not because of its losses 20
but because it finds itself short of cash. This is why the cash flow statement is just as important
as the balance sheet and the income statement for understanding the health of a company or
for supporting the business plan of an activity.

-^^^-
Calculating the breakeven point of a company or profit centre is one of a manager's prime 30
concerns, whether it be to generate profits or meet expected returns. This Session will show
you how to calculate a breakeven point.

Intermediate margins can be used to analyse how a company's net profit is formed.<br />How 20
much income does the operating cycle generate? What is the proportion of the financing cycle?
Find out in this Session.

How do you make your business grow? Deciding between internal and external growth is key to 20
planning your development.
In what ways do multi-business companies compete with each other? Why does a parent 30
company acquire new businesses? How can this company go about developing the performance
of its business portfolio? You'll find the answers to these strategic questions in this Session.

The goal of any company is to develop lasting competitive advantages and to do better than the 30
competition. To achieve this, it can develop an internal growth strategy by relying solely on its
own resources. But an external growth strategy may also be the answer: strategic acquisitions
can quickly take company skills into new areas or enable it to gain market share in already
mature sectors. This Session deals with the key issues involved in the development of an
external growth strategy.

When you are managing cultural fit post-merger, don't let company politics dictate your choice 2
of people for key roles – always pick the best person for the job.
-***-
-^^^-
The challenges of managing across time zones are often underestimated, and finding workable 2
solutions that are fair to all can be difficult.
When you start to do business outside of your home country, you need to try hard to replicate 2
those close relationships you have with your local suppliers and partners.
Business people need to really understand the markets they are going into 2

If you’ve got a global network use it to your benefit, and find ways to inspire your team and 2
surprise your client.
When you’re a global business working with clients in several offices you must have consistency, 2
coherence and the same level of standards throughout.
-^^^-
Thriving in a global world involves actions as well as words, so you need to go to the countries 2
you are doing business with and immerse yourself in their culture to understand them fully.

In order to thrive in the globalised world of business you must have a global perspective and an 3
awareness of differing cultural nuances.
Work hard to understand the country you're operating in – its history, its language and its 4
culture – and it will make all the difference and prove really rewarding.
Learn about the place you are working and make an effort to understand what peoples’ lives are 2
like there.
It's invaluable in your career to understand different cultures and the only way to really do this 2
is spend time in different countries immersing yourself in the local culture.

Working across different cultures is quite a challenge. In this Session, discover Fons 5
Trompenaars’ 4-step method to meet this challenge and deal with it successfully.
Worldwide business, transnational acquisitions, international mergers and cross-border 30
communications all go to show that today's business leaders must rise to the challenge of
working in an intercultural environment. This session aims to present the fundamental concepts
involved in approaching this challenge, as well as the keys to real understanding and effective
communication across cultures.
Globalisation, transnational markets and the growing need for business leaders to work in 30
diverse multicultural environments all present major challenges. It is vital to master different
ways of communicating and behaving and a variety of approaches in order to optimise the
chances of success of a project, a deal or a meeting. This session presents concepts and tools
that will help you understand the impact of culture on individuals, with a view to enhancing
your management of professional tasks.

In an ever growing world of intenational and multinational groups, cross-border economies and 30
worldwide project management, today's business leaders have to adapt to a wide range of
approaches and organisational cultures. This session offers tools and techniques that can help
you identify the way national culture influences structures and individuals, and gives you the
opportunity to analyse your own attitudes to work management.

Trust is seen not only as one of the most important notions in management, but also one of the 30
most vaguely defined. It is very hard to build a relationship of trust between different cultures,
given the constraints of distance and cultural diversity. It's trust that makes the difference
between a high-achieving team that communicates effectively, and a team that doesn't function
properly. Trust is a bond between people; it serves as a foundation for shared effort and
reduces opportunities for misunderstandings, particularly when the heat is on. This session
provides the keys to building trust between people and cultures, and gives you some tips on
how to encourage others to do the same.

In today's business world, managers have to perform more and more international tasks and 30
run projects whose challenges are not only technical or organisational. Working in a
multicultural context means that the manager has to face a range of different behaviour, values,
mentalities, professional approaches and languages. How can managers work effectively in such
a context? You'll find the answer in this training session: it provides a set of techniques and key
skills to help you work effectively across frontiers, and helps you identify areas where there's
room for improvement.

Today, doing business increasingly involves dealing with remote communication. This is even 30
more complex in an international context: it's hard to get verbal messages across when cultural
values and behaviour influence our way of giving and receiving information. Not being aware of
cultural preferences can lead to misunderstandings and even breakdowns in communication.
This session deals with the key features of intercultural communication: how to assess cultural
preferences when delivering implicit and explicit messages; how to choose the mode of
communication best suited to a given culture; and a series of writing strategies that will help
you achieve the right balance in your messages. The module also provides you with a set of
tests and self-assessments which will give you an idea of your own communication preferences
and guide you through the dos and don'ts of multicultural communication.

Culture is a multi-layered and therefore complex matter. Fons Trompenaars explains Ed Schein’s 4
model that compares culture to an onion, and shares some tips to avoid misunderstanding and
stereotyping your colleagues.

Not all cultures deal with rules in the same way. Fons Trompenaars explains the differences 3
between universalist and particularist cultures and shares some tips on how to reconcile the 2
types.
Some cultures are well known for putting the individual first, whereas other cultures tend to put 3
the group first. This can cause some tension when the 2 cultures interact. Fons Trompenaars
reveals how to recognise such cultures and gives an insight into how to reconcile the
differences.

One of the key challenges that intercultural teams need to resolve is how different cultures 4
manage their emotions. Some cultures are overly expressive while others make a lot of effort
not to show their emotions at all. Discover Fons Trompenaars’ thoughts on how to manage the
potential clashes between these opposing types.

Different cultures have different approaches to privacy. Some cultures are quick to share things 4
that are considered very private in other cultures. To understand these differences, Fons
Trompenaars has defined 2 types of culture, the specific and the diffuse, which he illustrates
with the powerful metaphor of the peach and the coconut.

One key cultural differentiator is how people earn their status. Is it for what they do or for who 3
they are? The first category corresponds to what Fons Trompennars calls an “achieved” culture
and the second to an “ascribed” culture. In this video you will learn how to recognise the
characteristics of each type and how to make them work together in the context of intercultural
collaboration. One of the solutions Fons has identified for this is “servant leadership”. Let’s see
what this is and why it works.

Fons Trompenaars analyses the difference between monochronic and polychronic cultures, that 3
is, cultures that carry out actions in sequence and those that carry them out in parallel in order
to save time. Let’s see why the Japanese concept of “just in time” might be an effective solution
to reconcile these different approaches within an intercultural team.

One key source of problems within intercultural teams is when a culture that believes that you 3
should control your environment meets head-on a culture that thinks that you should adapt to
the environment instead. Let’s find out how Fons Trompenaars suggests you can overcome this
dilemma.

In this video, Fons Trompenaars uses the story of a problem he encountered with a Korean 3
company to describe a method that he developed to solve intercultural dilemmas.

Dealing with intercultural problems involves going through 4 different steps to solve them: you 3
need to recognise the different approaches of the cultures involved, respect these differences,
find a solution to reconcile the approaches and, lastly, implement the solution effectively. Fons
Trompenaars provides expert guidance in the best way to carry out this final step and ensure
that cultural differences are fully reconciled.

Intercultural skills create competitive advantage by allowing people from different cultures to 1
work as teams and share their differences as a source of creativity.
Our dominant national culture shapes our values and behavior. That behavior is internalized 1
and it is very difficult to unlearn it or even to be conscious of it until we come across other
people with different values and behavior.

When you are working with multiple nationalities, you cannot just adapt to the other parties. 1
There is a critical need in the group for shared experience, ground rules for communication and
clear common goals.

The same sort of challenges are faced when working across cultures within a company or an 1
NGO in a disaster scenario. Intercultural skills are vital in both.
In the next 5 to 10 years, many organizations will have to find and retain the best employees 1
regardless of where they come from.
There is often a wide gap between a company's ambition to win overseas markets and its ability 1
to carry out effective business in the field with a range of cultures and different working
approaches. Intercultural skills are needed to decrease this gap.

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-^^^-
Talent is a scarce resource and competition is fierce. Because of demographic changes and the 20
increasing complexity of the skills required, it is ever more crucial for companies to attract the
right people in sufficient numbers and retain them as long as necessary. This training module
explains how to conceptualise and create a value proposition in order to build and maintain
your human capital.

When hiring people for new roles in which they may not have the specific experience you need, 2
always hire for attitude and for a willingness to learn, to try and to find solutions.

Before starting a new role you must do your research into the organisation so that you are 2
prepared and ready to be pro-active and useful on day one.
Make sure you recruit the right people for the job based on ability, and don't make promises to 1
promote people if they are not actually capable of doing the job.
Overcoming bias in interviews is a challenge, so make sure you have a robust process and a 2
scoring matrix for questions, so that you can minimise bias and recruit fairly.
Gender bias can be overt or subtle, and sometimes even unconscious, but until we have greater 3
diversity we must challenge bias and educate people about discrimination wherever it is found.

Don't be afraid to ask for help when starting a new role, and always set realistic expectations 2
about what's achievable.
Getting the right people on your team is vital, and there is no better way to recruit them than to 2
spend time with them and get to know them first.
The time and effort you put into recruiting the right people is really worth it for the business 2
and avoids making costly mistakes.
When you bring new people into your company whose expertise you need, make sure they 2
understand the respect the culture of your company or that culture will be eroded.

Try and avoid hiring bright people who do not believe in your product or service, but they can 2
be extremely disruptive to your business.
Recruiting a junior staff member is a delicate task. Juniors lack professionnal experience and 30
may be difficult to assess. Many managers fail to form a clear impression of a young graduate's
application. This session will give you all the necessary techniques to run a recruitment meeting
with a junior applicant.

A recruitment process is not just about the interview. One of the key phases in recruiting is 20
selecting CVs and preparing interviews. This session will give you the keys to successful
interview preparation.

The recruitment interview is central to the recruitment process. This session will teach you the 20
techniques used by professionals to make the most of an interview and discern the qualities
expected in an applicant.
The recruitment process does not end with the interview. At the end of the interview, you must 20
also take the applicant's professional references, write up a report, decide between the final
applicants and make a choice. This session teaches you the techniques used by professionals to
conclude a recruitment process with an experienced executive.

Using the example of the Department of Defense, Avivah Wittenberg-Cox demonstrates how 2
assuming a more feminine line of recruitment communication can attract many female and
even male assets.

Avivah Wittenberg-Cox explains how a job offer can itself influence the type of applicants and 3
therefore warns us to word our offers carefully, in order to ensure we attract both male and
female leaders of tomorrow.

Charles Handy suggests a new way to attract and retain talent that consists in providing them 3
with a graduate experience and helping them to develop their own business.

Charles Handy analyses the relationship between authors and their publishing companies and 4
the benefits this kind of contract can have for both the organisation and the individual. He
stresses the impact such a relationship can have on motivation, creativity and the attraction and
retention of talent.

Unlimited holidays, extra-long maternity leave, free lunches, a concierge service… Ed Lawler 5
lists just some of the extra benefits companies are offering today to attract and retain
employees and discusses how you should select those that are the most appropriate for your
company.

Outsourcing is a great way to absorb the fluctuations of the markets, in particular during a 6
downturn. Companies are increasingly choosing to externalise their workforce, especially with
the help of new technologies and crowdsourcing. Ed Lawler reveals how to make this work.

Ed Lawler explains what the interview process can help you achieve and gives you some hints 4
and tips on how you can get the most out of it.
Isaac Getz encourages you to build a winning team by recruiting 'adults', that is people with a 2
sense of responsibility and autonomy.
Jeanne Meister explains why it’s important to look at how candidates manage their online 3
image and to check their social media literacy. She delivers some advice on how best to do this.

-^^^-
Diversity is about giving the same access to opportunity to everyone at grassroots level, and 3
providing the same training to all, rather than mandating selection from minorities.

Women have to challenge and overcome the gender-based assumptions often held in 2
organisations, and to aid in that it is useful for women to have both female and male sponsors
speaking up for them.

There are two challenges facing women in the workplace: overcoming people's perceptions 3
about women's ability to reach a senior level, and encouraging more female role models.
Unconscious bias is the result of the judgments our brain makes that are not in sync with our 5
conscious values. Whether we like it or not, we are all guilty of unconscious bias. Tammy
Hughes uses an intriguing riddle to demonstrate how our brains work and reveals the impact
unconscious bias can have on the way we think and make decisions.

Unconscious bias may be defined as attitudes or stereotypes we have that affect our 5
understanding, decisions and actions without us realising it. It can have a significant negative
impact on companies. Tammy Hughes reveals what steps can be taken to reduce this impact.

Diversity makes good business sense for companies, teams and managers. Integrating different 30
people into the workplace makes a real difference on the labour market, and it helps your
business better understand diverse customers and develop new perspectives on products and
services. Discover how diversity can be profitable for your business.<br/>

If you wonder what it actually means to be diversity-oriented, then follow this session to find 30
out! It will help you begin the mental shift to be aware of what integrating diversity really
means in terms of daily behaviour in the workplace. This session’s key message is: valuing
diversity means truly recognizing the people you work with as individuals.

So, you understand that diversity is beneficial for you and your company and you know that 30
being diversity-oriented means recognizing the people you work with as individuals. But if you
wonder what this means on a daily basis and you ask yourself how you can be more diversity-
oriented at work, then this session is for you! It will help you develop a personal action plan that
favours diversity on a daily basis, with specific actions to implement within days.<br/>

As a manager, your decisions and actions have a strong impact on diversity. Let’s take 30
recruitment and appraisal… these are two key moments when you can really make a difference
to the diversity of your team, by hiring different people and enabling them to progress. But are
you sure your current practices really favour diversity?<br/>

Developing successful working relationships between baby boomers, generation X and 20

generation Y is a critical issue facing today's companies. The main challenge stems from the
often difficult task of reconciling the different approaches of each generation. Yet this form of
inter-generational collaboration also offers genuine opportunities to those capable of
capitalizing on this diversity. In this module by The Team, entitled "The Conference for the
Ages", you will learn about the pitfalls you should avoid and the key assets that each generation
brings to the table. You will learn how to "decode" each generation, including key information
about their respective histories, values and characteristics.

Many of the communication problems that companies experience stem from generational 20
differences. In order to overcome these problems, it is important to be aware that
communication methods and styles differ from one generation to the next. In this module,
entitled "The New App", you will learn about the communication habits and preferences of each
generation. You will discover how to use this knowledge to put yourself on the other person's
wavelength and boost your chances of being understood.
Management is a challenging role, especially as there is no "one size fits all" way of managing. 20
Indeed, there are as many ways as there are individuals. An effective manager is one who is able
to adapt his approach to suit different team members. As such, it is extremely useful to analyze
the relationships between different generations and their managers. This, in turn, will help you
to "decode" your own team members and identify the right behavior to adopt. In this module
by The Team, entitled "The Evaluation Backlash", you will discover how to analyze different
generations, their motivations, their relationship with authority and the types of leadership
which are ill-advised. You will be given in-depth advice on how to manage individuals from each
generation, and in particular on how to give them feedback or motivate them to help you meet
your objectives.

Leading a multi-generational team as one cohesive group is not always an easy task. Managers 20
often have to overcome different, and sometimes even opposing, approaches from different
generations. In order to rise to this challenge, managers must be aware of the generational
composition of their team. This will give them an insight into the diversity of their team and
help them to understand the attitudes of different team members. They then need to learn how
to arbitrate in this multi-generational environment. Should managers adopt a single
management style, or should they be flexible and offer a range of options that will keep
everyone happy? Should managers always try to reach a consensus, and should they always
take decisions that are fair on all generations? This module by The Team, entitled "All-Powerful
Software", will give you clear and in-depth answers to these questions.

Avivah Wittenberg-Cox invites us to promote women and to support them as they take on new 4
responsibilities.

Avivah Wittenberg-Cox explains that there is no "glass ceiling". The problem lies in the very first 3
levels of management and she therefore invites us to try and attract women and to offer them
advancement opportunities.

The Tesco business case shows how profitable it can be to take customers' diversity into 4
account.
Listen to the story of a general who changed the British Army and made it more diverse. 5

The example of KPMG will help you understand how everyone in a company has a role to play in 6
valuing diversity.
Follow the journey of a chief of police and his experience with diversity. 6
Listen to what Colin Powell has to say about fighting discrimination. 4
Here's the story of a restaurant that considerably boosted its turnover with simple 5
improvements to welcome disabled people.
What is outreach marketing and how is it linked to diversity? Discover the answers with the 4
Ford business case.
"Diversity is about each and every one of us because we've all experienced something that is 6
different." Listen to Chris Mullard talk about his own experience of discrimination and diversity.

Given the new cultural dynamics of doing business, ignoring diversity can be very costly and can 4
put your business in jeopardy.
Unconscious bias can have dramatic consequences on our decisions and behaviour, as Tammy 3
Hughes reveals in her story about a YouTube app. Discover what you can do as an individual as
well as how a group can work collectively to combat this bias in the workplace.

-^^^-
Human behaviour, either good or bad, is often determined by the context in which people find 3
themselves. That's why you should pay great attention to the work environment you create
around you, advises Matthieu Ricard.

-^^^-
A compensation and benefits programme worthy of its name benefits both the employees and 20
the employer. It must encourage employees to develop behaviours that contribute to the
company's success in exchange for various types of benefits. This module shows you the tools at
your disposal and the main methods of motivating employees.

In the modern world leaders need to understand that flexibility is essential in managing a more 3
fluid workforce.
It’s hard to imagine today’s companies continuing to operate the way they are. The future 5
employee wants a flexible work environment, the chance to do a meaningful job and several
other things aside from just getting a pay cheque. When trying to attract and retain top talent,
there are 3 environments that every organisation needs to focus on. In this mini-Session, you
will discover how to sustainably transform your organisation in order to really prepare for the
future of work.

Retaining and engaging top talent has become crucial for today’s organisations. Recognition and 3
financial compensation are not necessarily the most efficient tools. Through the story of Frito-
Lay, Erica Dhawan reveals a powerful way to retain and engage talent.

Staff turnover is often seen as a bad thing that companies should reduce as much as they can. 4
Ed Lawler sees it differently. Using the story of Zappos, he explains why it can be something that
companies should encourage.

Rahaf Harfoush demonstrates why talent retention is going to be a key to success in years to 3
come. How can building a strong and appropriate culture help us meet this challenge?

-^^^-
By the end of 2015, 33% of the workforce had reached retirement age. These statistics 4
underline an absolute red flag for many organisations. Amber Dailey explains how to deal with
learning in a multigenerational environment.

Jeanne Meister gives you advice on how to deal with a manager who is from a different 3
generation.
When employees leave, they take all of their valuable knowledge, skills and assets with them 3
right out the door. Many companies fail to retain those critical skills, which ultimately leads to
deteriorating productivity and effectiveness. In this videocast, Jacob Morgan highlights the
importance of knowledge retention and reveals three strategies on how firms can retain and
avoid critical institutional knowledge losses.

-***-
-^^^-
Discover the five key strategies to hone your intrapreneurial thinking. 5
It is vital, for the innovative thinking needed to meet future global challenges, that we foster an 2
intrapreneurial spirit in talented people by encouraging them to think like entrepreneurs.

Creating a culture of openmindedness that nurtures creativity and encourages passion ensures 2
innovation will flourish.
To allow innovation to flourish, companies need to unblock the layers of administration and 2
regulation that suffocate the spirit of entrepreneurialism.
In the technology space, learn from successful business models, but always adopt an 3
entrepreneurial culture that fosters innovation.
Spread innovation throughout the business by encouraging your teams to learn new 1
approaches from other parts of the organisation.
It can be very beneficial to the creativity and innovative culture of a creative business to have a 3
lot of young people, interns, students and people on exchange programmes working in your
firm.

Ideas are cheap. The only ideas that are worth saving are the ones that work. 3

You need to think differently if you want to foster innovation in an organisation where culturally 2
it has not been previously encouraged.
If you’re going to innovate or change successfully you have to look at things from the user 2
perspective as well as the business perspective.
Innovation comes from committed, enthusiastic people who love the job they do and want to 3
be the best at what they do.
Innovation is possible even in a mature market sector if you have a management team who are 3
willing to be more creative and approach things in a different way.
If you want to foster innovation, you need to build a culture innovation in your organisation, but 2
be aware that innovation is about more than having good ideas, it's also about working out how
to use them in your organisation.

Innovation has three stages: identifying ideas, selling and shaping these ideas, and delivering 1
them, so work out where you need to add capability to achieve this.
Discover how to approach a problem by identifying its root causes. 5
Discover Nabil Harfoush’s tips for organising an ideation session successfully. 5
Explore the key steps for troubleshooting a product problem with Nabil Harfoush. 5
This brings together the phases of the design thinking process. 5
Who do you think is the most efficient manager? The one who has an answer to every question 30
and takes charge of all the operational aspects of his business… or the one whose team spots
problems and comes up with innovative solutions? The latter, of course! But for your team to
suggest ideas routinely rather than on a spot basis, over half of your staff must participate. They
can be reluctant to express themselves, however, especially if they have had bad experiences:
ideas criticized, rejected or just plain ignored. As a manager, it's up to you to show confidence in
your staff members and encourage them to make suggestions. You must therefore create
regular opportunities to listen to them and adopt the good habits that will overcome reticence.
What is the first thing that a staff member who comes up with an idea would like? To 30
implement it him/herself as soon as possible! That's why it is very important to get back to
them quickly to show encouragement. But how should you react if your staff member raises an
issue without a corresponding solution? What if you think you have a better solution? And how
can you react to an idea for which the team does not have the required skills or resources? This
session provides answers to all these questions... You will also find out how ideas management
can help you better steer the team's performance.

The positive feedback you give your staff greatly contributes to their on-the-job motivation... So 30
it is very important to acknowledge the ideas they have implemented. As a direct manager, you
are the first one to bestow recognition. But you must also disseminate commendable ideas
within the company to create emulation and fuel the dynamic of idea proposal and
implementation. What about failures? Should their causes merely be analysed coldly and
rationally? That would be a mistake… It can be beneficial to recognize the value of certain
failures: better to fail trying than to fail to try.

Complex ideas are those that go beyond the team's resources and skills. How should one react 30
to a complex idea suggested by a staff member? One, be open about the difficulties that could
prevent the idea's implementation. Two, help the staff member to see the idea through, using
your knowledge of the company. In this process, you will help your staff member progress and
grow his/her potential, which is good for him/her, for you and for the company.

To innovate, you need to collaborate effectively. But it’s not always easy to engage others to 5
collaborate with you. Erica Dhawan shares some advice on how to motivate your colleagues to
drive more innovation.

A growing number of creative organisations are encouraging people to speak candidly, with no 3
certainty that what they say will be well received by their peers and bosses. Through the story
of Pixar, Amy Edmondson reveals the virtues of such a practice and the best way to put it in
place.

Embracing and celebrating failure is something that we hear about more and more often these 4
days, but it leaves many people confused. Amy Edmondson clarifies what it means exactly to
celebrate failure and what the benefits are of this cultural shift. She goes on to explain the
conditions in which celebrating failure is beneficial for all concerned.

Before they launch a new product or service, companies often conduct pilots in order to 4
minimise some of the risks surrounding the new initiative. Amy Edmondson explains why these
pilots will not fulfil their objectives if they are designed to succeed instead of providing a
learning experience.

Work in the pre-digital age was primarily muscle-powered. Digital technologies, however, are 4
making work predominantly thought-driven, with each person responsible for their own effort
and creative output. Managers can see the results of their employees’ work, but not the
creativity that produced it. Amit Mukherjee explains why leaders in the digital world need to
embrace the responsibility for creativity and ensure that everyone else does the same. Let’s see
how this can be done.
Thinking outside the silo and tapping into external stakeholders is a great way to solve a variety 4
of problems. But in order to achieve this, you first need to convince stakeholders to collaborate
with you, which is not an easy task. In this SAP case study, Erica Dhawan analyses how to make
this happen.

The best successes often come by bringing 2 problems together to design a solution for both. 5
But how can you identify these problems when often they initially seem very different from one
another? Duolingo, the language learning game, is a good example of the kind of success that
you too can achieve by bringing 2 problems together.

Solving problems is not always a matter of rational thinking. Francis Cholle reveals why 4
reframing your thought-process is a critical tool in promoting innovation in the workplace and
helps us understand how effective it is for problem solving.

Too serious a mind-set can hinder creativity. Francis Cholle demonstrates that if you’re looking 3
for disruption and innovation, you might not turn to your senior experts but rather rely on your
smart creatives.

Celebrating wins and awards is one effective way to reassure creative teams, whose members 3
often question their own talent.. Francis Cholle stresses the importance of rituals and symbols
in the process of managing creativity and innovation in your company.

The workspace of the past is gone. In this videocast, Jacob Morgan elaborates on the 4
importance of designing your space in a way that reflects the values of your company. Jacob
gives valuable insights on how employees’ engagement and pride can be leveraged by attractive
work environments.

Discover what Nabil Harfoush’s definition of design thinking is. 3

Through the story of Shimano, a Japanese manufacturer of high-end bicycle parts, Nabil 4
Harfoush highlights the importance of identifying the root cause of a problem and gives you a
method for doing so.

Seeing a problem from different perspectives can help identify creative and successful solutions. 4
Nabil Harfoush explains how and why this key design thinking approach can help you.

Once you have identified the right problem to solve and analysed it from the different 4
stakeholders’ perspectives, you can finally work on solving the problem. Nabil Harfoush
explores the 3 phases of problem-solving in design thinking and explains the benefits of each
one.

A human-centric approach is key to solving problems and creating successful solutions. Nabil 4
Harfoush reveals how ethnographic research can help companies to adopt this approach.

Prototyping is a great tool to aid innovation. It enables a progression from an abstract concept 3
to an actual product and allows you to ensure that the product meets users’ needs, thereby
reducing the risk of failure. This is why it is a key step in design thinking.

Before launching a product, a prototype should ideally be tested on its potential users. This 3
phase is not as easy as it seems, as biases and misjudgements can get in the way of a useful
evaluation of the product. Nabil Harfoush shares some tips to achieve the most meaningful
testing.

Natalia Levina reveals the 3 actions you need to take to make crowdsourcing work. 3
Natalia Levina explains the changes in mindset and competencies needed to implement 2
crowdsourcing and open innovation.
-^^^-
In a company, you're asked to be both creative and a good manager, both skilled at innovation 30
and good at carrying things out. How can you achieve this?<br>In this session, we show you
how Walt Disney made his wildest dreams into reality. Isn't he the perfect example of a creative
person who was able to carry through his ideas? Can we take a page from his book?

Create a plan to achieve specific goals in a new role, but be prepared to amend it if unforeseen 1
challenges arise.
Workshops can be a great way to unleash real creativity if you don’t stick to the planned script. 3

Creativity can be constrained by stereotypes and it is important to disrupt those stereotypes in 3

order to allow for real innovation.
Several world-famous consultancy firms have developed meeting techniques designed to 20
enhance group creativity and increase the efficiency of seminars: this Session gives you a useful
overview of these techniques that you can apply in your own work.

Invented by Osborne, brainstorming is an incredibly efficient technique for problem-solving and 30

finding solutions in groups. It consists of eliciting ideas from participants by freeing them from
all constraints and by seeking only to maximise the number of ideas put forward. Although it
seems simple, this method has many pitfalls. This session explains what you need to know using
a video demonstration and a number of concrete examples.

To find the right creative responses, ask yourself the right questions. In fact, the right questions 20
significantly define the reality you perceive. That’s what Anne discovers thanks to her nephew
the magician.

You cannot force yourself to be creative, but you can favor the emergence of new ideas by 20
adopting the right state of mind and honing your instincts. That’s what Peter does thanks to
Anne’s advice in The Team module entitled “The Origami Distraction”.

Do you have an ultrarational approach to work? Do you favor surefire results and proven 20
methods? Despite this, you can still see things differently and explore new horizons. Tag along
with Ellen, as she develops her creativity, and help develop your own.

Working in groups isn‘t easy, and being creative is even harder. Certain practices developed 20
outside the professional world, plus the attention given to working environments and events
that frame the rhythm of our professional lives, help favor fresh collective ideas. That’s what
Paul, Anne, Tom and Ellen discover when up against the “client conundrum”.

Adam Grant invites you to adjust your brainstorming technique in order to get more - and 4
better - ideas.
Have you thought about all the possibilities that an unused corner or an informal space in your 3
office could offer? Francis Cholle casts light upon how an optimised workspace can boost
creativity among your teams.

The age of conventional traditional meetings is over. Francis Cholle gives us the keys to making 3
meetings more collaborative and open in order to enhance creativity.
-^^^-
To delight customers you need to give them both what they expect, and something that they do 2
not expect, something that pleasantly surprises them.
Through the examples of Netflix and Airbnb, Amit Mukherjee explains the difference between a 4
disruption and a transformation. He warns us that not everything we call a disruption actually is
one and reminds us to choose our words carefully when describing digital innovations.

For Chris Trimble, a company that wants to innovate and thrive must focus on three things. 4

Chris Trimble demonstrates the imperative of innovating to stimulate growth in emerging 3

markets, and the possibility of bringing those innovations to home markets.

Innovating is like climbing a mountain, says Chris Trimble: be careful on the way down. 3

Your innovative ideas and your day-to-day business will be in conflict … but this is perfectly 4
normal, reassures Chris Trimble.
A culture of innovation where everyone makes small improvements is all very well, says Chris 4
Trimble … but it's not enough to bring about large-scale innovation.
Innovation managed with clearly defined processes is perfect if you're bringing out a new 3
version of an old product … but it's not enough if you're seeking radical change, says Chris
Trimble.

Beware of the myth of the innovation hero who thinks he has to fight the giant bureaucratic 5
octopus in his company. According to Chris Trimble, this is the quickest route to failure.

Chris Trimble explains that the key to successful innovation is to build special teams and create 3
special plans for breakthrough projects.
You simply can't get breakthrough innovation without breakthrough team design, explains Chris 4
Trimble.
Chris Trimble shows that even if innovation requires a dedicated team, that team must always 3
cooperate with the people in charge of core business.
Innovating, explains Chris Trimble, means carrying out experiments and learning from them. 4

Chris Trimble warns that if you appraise innovators in the same way as you do operational staff 4
– solely according to results – you run the risk of undermining the entire innovation effort.

Natalia Levina reveals the keys to success of open innovation. 3

Natalia Levina explains why crowdsourcing needs to be managed efficiently and advises you on 3
how to make it a success.
Natalia Levina describes 2 very different innovation cultures: those of Dell and Apple. She 3
invites you to analyse your company’s culture before engaging in crowdsourcing.

Natalia Levina explains why not every problem should be submitted to crowdsourcing and lists 5 3
criteria you should check before considering this option.
Natalia Levina explains why it’s important to check if there is a crowd out there with the 2
relevant knowledge to solve your problem before you submit it to crowdsourcing.

Natalia Levina reveals the 3 ways to motivate people to contribute to crowdsourcing. 3

Natalia Levina delivers some wise words on how to use crowdsourcing while protecting your IP. 3
Natalia Levina gives some key advice on how to engage and motivate people who are not using 3
your product in crowdsourcing.
Natalia Levina reveals the advantages and drawbacks of the 2 main sources of open innovation: 4
crowdsourcing and consulting.
-***-
-^^^-
Making rational decisions has its limits. This module will give you advice on how to overcome 20
these limits. Making better decisions means thinking about their long-term effects on the
environment, on yourself and on other people. Decisions should be made in accordance with
your values, and they should never be the result of hasty interpretations of the situation. In fact,
decisions have many different dimensions. This Session will help you to use them effectively so
that you always make the right choices.

Discover what Daniel Kahneman, the famous psychologist, calls WYSIATI, for “what you see is all 5
there is”. It’s the natural tendency we have to look at what is available, what is in front of us,
when we make an important decision. You'll learn how you can get a bigger picture about the
things that you don’t see but that are equally or more important to the decision at hand.

You have to involve people in the decision-making process so that they are motivated to take 1
ownership of that decision.
If you always rely on your conscience, listen to your heart and don't let yourself be tempted to 2
make bad decisions, you will be able to sleep at night.
Jurgen Appelo explains that employees need to feel comfortable saying “no”, which will help 4
clarify the boundaries of decision-making. With clearer boundaries, people are better able to
make effective decisions, resulting in a more empowered team. This lesson is of special value
for delegation in remote teams.

Avivah Wittenberg-Cox explains how women have a different approach from men when it 3
comes to risk, and why companies should not favour one approach over the other.

Avivah Wittenberg-Cox explains why a good decision-maker is someone who knows when to 3
take a back seat and listen to what others have to say.

Javier Aguado explains how Julius Caesar managed to become Emperor thanks to his ability to 3
take time and make the most of it before taking a decision.

JP Eggers asks you to differentiate between two broad types of error when making decisions. 3

JP Eggers warns you: different businesses, different risks when making decisions. 3
JP Eggers advises you to adapt your decision- making process to the characteristics of your 3
business environment.
JP Eggers advises you to see beyond the immediate impact of your decisions in order to 3
evaluate the potential long-term effects.
JP Eggers argues that, in some cases, accelerating the decision-making process can be profitable 3
to your business.
If more information could significantly improve your final decision making, JP Eggers advises you 3
to take intermediate reversible steps beforehand.
JP Eggers invites you to anticipate other players' moves in order to boost the effectiveness of 3
your decision making.
There is some good information in your mistakes. Find it, says JP Eggers. 3
Don't hope for the next big success if you stop people from championing projects that 3
eventually fail, warns JP Eggers.
JP Eggers advises you to make decisions according to the life cycle of your business. 3
JP Eggers shows you that there is no such thing as permanently right or wrong decisions. It's all 3
a question of timing.
JP Eggers warns you that focusing too much on perfecting your current situation can be harmful 3
in fast-moving business sectors. Be willing to take temporary advantages, especially a series of
smaller ones.

Don't overadjust to current conditions when making decisions, says JP Eggers. You may lose 4
your flexibility to adapt to changes in your environment.
Using the example of Procter & Gamble, Olivier Sibony shows how the technique of “war- 3
gaming” can be used to consider the potential impact of a strategic plan.
Projects of any kind usually overrun in terms of costs and time. Olivier Sibony reveals why this is 4
a rule rather than an exception and explains how you can do more accurate forecasting to avoid
this.

There is often a lot of inertia in budget and resources allocation meetings because these are 5
strongly skewed by an anchor, a psychological phenomenon that makes a number stick in the
mind of participants and influence their decisions. Olivier Sibony reveals how you can overcome
this bias with the re-anchoring technique to gain more flexibility and challenge the status quo.

Through a story about the acquisition of a major French company, Olivier Sibony shares his 4
insights into how you can prevent “bidding fever” when you are emotionally engaged in making
business decisions.

After any surprising turn of events, a few individuals will claim that the evidence was there all 4
along and the outcome could have been predicted. How can you give these people an
opportunity to speak up before the event? Olivier Sibony introduces the pre-mortem technique
and reveals how it has the capacity to let you anticipate, and therefore prevent, disasters.

When we have a decision to make, we often tend to adopt a binary mode and give ourselves 3
only two options to choose from, neither of which may be the ideal solution. Olivier Sibony
offers tips on how you can widen your options and generate creative ideas in order to make
smarter decisions.

Using the example of “forced ranking”, a technique famously used by General Electric and 4
emulated by many other companies, Olivier Sibony explains the dangers of copy-and-pasting
best practices and reveals the best way of taking inspiration from other companies.

With this quote from the famous business magnate Warren Buffett, Olivier Sibony illustrates 4
how making sure you hear both sides of the story can lead to better decision making.

With experience comes better decision making, but that same experience can also bring an 4
over-confidence that is counterproductive. In this videocast, Olivier Sibony explains why
keeping a record of your mistakes can help you to acquire the humility that is necessary for
great decision making.

Using the example of a multinational retailer, Olivier Sibony offers valuable insights into how 3
you can use the testing process as a learning experience, even if the tests ultimately end in
failure.
Through the example of the 1961 Bay of Pigs invasion, Olivier Sibony explains why group 3
dynamics can sometimes lead to groupthink and very poor decisions, and reveals what you can
do to overcome this phenomenon.

Focusing on decisions that provide immediate gratification sometimes results in decisions that 4
don’t make sense in retrospect. Olivier Sibony reveals why we naturally tend to prefer
immediate rewards and explains how you should take the long-term impact into account in
order to make smarter decisions.

Through the story of the OJ Simpson trial, Olivier Sibony explains why people tend to hear only 4
what confirms their beliefs and ignore what contradicts them. This is what we call confirmation
bias. Find out what Olivier Sibony recommends we do to fight this bias.

After a meeting, people often think they are on the same page when this is not necessarily the 2
case. This can cause problems when they cascade what they think they have agreed on. Patrick
Lencioni shares some tips on how to end each meeting to avoid this kind of problem.

Rahaf Harfoush explains why big data should be everybody’s responsibility. What can everyone 3
do to get on board with big data?
-^^^-
A well-formed objective should meet five conditions. This Session will help you to practise 30
formulating good objectives, whatever the circumstances and the people involved.

The theoreticians of NLP (Neuro-Linguistic Programming) have realised that it is often easier to 20
meet an objective that is well-formulated. This session will help you work out a proper strategy
for setting objectives, involving a precise four-point formulation.The theoreticians of NLP
(Neuro-Linguistic Programming) have realised that it is often easier to meet an objective that is
well-formulated. This session will help you work out a proper strategy for setting objectives,
involving a precise four-point formulation.

Jurgen Appelo gives us advice on how to operate in an innovative way in a traditional 3

environment. Trust is the key towards getting things done your way.
Jurgen Appelo outlines six requirements to give effective rewards, explaining how you can use 5
the Kudo-box to make powerful rewarding a regular part of your team or organisation. Let’s
boost some motivation!

Jurgen Appelo explains the reason underlying resistance to change. People do not fear change; 5
rather, they fear the loss of their intrinsic motivation. The role of a manager is to understand
people’s inner fire and to get them on board with any change.

-^^^-
With the increasing complexity of companies and the new opportunities offered by digital tools, 20
leadership now tends to exist at all levels of the company. Like any change, this has its
advantages and disadvantages. This module gives you the keys to contribute, at all levels, to the
success of this cultural transformation.

An increasing number of companies are willing to share leadership with all employees. This 5
means that there is no longer a static leader role, but rather that everyone at every level of the
company can influence colleagues according to the circumstances and their level of expertise.
This module reveals how companies can make this work.
When you take on a new leadership role you must get to know the organisation and its culture, 3
and then co-create a vision and communicate it both up and down the organisation before
making changes.

Instilling a sense of pride and ownership in the people you lead gives them a real sense of 2
accomplishment in the work they do.
Proft margins are important, but day-to-day leadership should focus on customer service and 2
valuing those employees whose personality and attitude means they deliver that service.

As a leader, your one priority is the interests of the company and the shareholders, and with the 2
support of your board you have to fight for what you believe to be the right thing.

If you really listen to people and let them speak they will tell you what you need to know. 2

Understand your team and work with the resources that already exist – that way you can 2
facilitate your people to use what they have in order to achieve success.
The military can teach us a lot about leading in extremely stressful situations, and the essence 2
of it is self-awareness.
When you're in a leadership position seek ways to stay connected to people throughout your 2
organisation. If you don't speak to them regularly you will quickly become dis-connected.

Always think about how you can make a difference and make things happen that will have a 2
positive outcome.
When you reach a certain level in your job you have to be able to manage complex situations 2
and demands whilst under intense scrutiny from outside audiences and stakeholders.

It’s important that an organisation encourages different styles of leadership to enable people to 3
have successful role models to emulate.
Adapting your leadership style according to the circumstances enables you to communicate 3
better and create mutual understanding.
People thrive as leaders in different circumstances, and it is important for you to understand in 3
which situations you will lead successfully.
Management is too important to leave to managers. Many leaders do not know how to solve 20
their management problems and most knowledge workers do not realise they are also
responsible for some of the managing. Management 3.0 believes that management is
everyone's job. The principles of Management 3.0 help you to identify pitfalls in management
practices and to understand how to do things right.

Many organisations use bonus systems to encourage performance, despite the fact that experts 20
say there is no proven correlation between bonuses and performance. Many people are driven
by financial rewards instead of the overall success of the organisation. Let's find out other ways
to motivate people. How to motivate people (and how not to) helps you to identify pitfalls in
motivating people and explains how to motivate them better.

With more remote working, improving collaboration is a hot topic. It's a fact that people should 20
work closely together to better understand what is going on. Decreasing distance often helps
increase communication and creativity. But does this mean that people have to move physically
closer? How to collaborate (and how not to) helps you to identify pitfalls and discover the keys
to better collaboration.
As organisations become more complex, one person can no longer oversee all the information 20
needed to make the best decision. To make sure the organisation stays agile and resilient,
managers can empower their teams. Empowerment simply means that you give others the
authority to make decisions. Empowerment is not always an easy path. Some managers don’t
like to give up control and people can get confused or overwhelmed. How to empower people
(and how not to) helps you to identify potential pitfalls and ways to better empower people.

In many organisations, people are supposed to be responsible for their own self-development. 20
But waiting for people to actually take the necessary steps is not always the most effective way.
Meanwhile, companies generate a “first-mover advantage” through innovation. Why not
combine self-development and innovation? People would learn from the process because
exploration is the most effective way of learning. How to boost self-development and
innovation (and how not to) helps you to identify potential pitfalls and ways to boost self-
development and innovation in your team.

Feedback is an important source of growth and development. Many people, however, have 20
trouble giving feedback. A large number of organisations only use the yearly appraisal interview
for their feedback purposes. But people need feedback every day to continuously improve. So,
how do you give feedback in a simple yet powerful way? How to give feedback (and how not to)
helps you to identify potential pitfalls and ways to give powerful feedback.

Many organisations love measuring the performance of individuals and teams. However, the 20
way people measure performance is often just plain wrong. Some people believe you can
measure the organisation with just one metric, or use a certain set of metrics that just makes
them look good. How to measure performance (and how not to) helps you to identify potential
pitfalls and ways to better measure performance in your team and organisation.

Many organisations have problems learning from successes and failures. People are afraid to 20
learn from failure and to focus on things that have gone wrong. Or they learn, but don't want to
share their learning (and failure). Others learn only from successes. How to learn from failures
and successes (and how not to) helps you to identify potential pitfalls and ways to better learn
from failures and successes.

The relationship we have with our manager is one of the keys to professional success. In order 20
to work well with your manager, you need to have a fair perception of his/her role. To do this,
you must think about your relationship to figures of authority, distance yourself from your
prejudices and take into consideration the important dimensions of your manager's role. Watch
how the Team does this in the module called "The Presentation".

Corporate developments, changes in corporate strategy, a new matrix organization, a review of 20

of your job or scope of responsibilities, conversion from product sales to services or solutions...
your professional environment today is increasingly complex and changeable. What behaviors
and reflexes should you adopt to face up to these challenges and avoid being overwhelmed?
Watch "The Dragon Lady" to find out.
A complex professional situation can be destabilizing. It can force you out of your comfort zone 20
and even endanger your position and career within the company. What strengths can you
leverage to face these challenges? How should you act in this situation? How can you obtain
recognition of your added value? The answers to these fundamental questions can be found in
the Team module called "The Joint Venture".

To succeed in your current role, manage your professional development and seize new 20
opportunities, you need to leverage all of your strengths. This is why you must have a clear and
comprehensive idea of the skills you can rely on and those you should develop in order to be
even more effective. This is the approach that Mai-Li, the main character in the Team module
called "The Closet", will adopt.

How can you become a decisive actor in developing your own skills? How can you ensure that 20
your professional know-how remains up-to-date? What are the opportunities available for
developing your skills in your line of work or elsewhere? You'll discover how to avoid becoming
a dinosaur in the Team module called "The T-Rex".

Adam Grant extols the merits of the quiet leadership style! 3

Jurgen Appelo highlights the fact that people find it difficult to spend enough time on self- 3
development because of other work priorities. He proposes an idea to give people incentive to
take their self-development more seriously.

Jurgen Appelo explains how employees, not management, determine the culture within an 3
organisation. Instead of letting HR set the standard, it is more powerful to let employees
themselves capture and nurture the organisation’s culture. Management’s role is to endorse
and support employees doing this.

Jurgen Appelo shares an interesting team-building experience. He simply invites over random 3
colleagues to cook dinner. This showed him three practices in order to be a good manager.

Jurgen Appelo shares his frustrations with unequal pay and pay gaps in the workplace. To 5
ensure that salary and compensation are fair, he proposes using the salary formula.

Jurgen Appelo explains why stories, not lists, should express the values of organisations. Stories 4
are both relevant and memorable, making them the perfect tool to communicate values
throughout an organisation. They are especially useful to connect with teams that work
remotely.

Jurgen Appelo explains the drawbacks and difficulties of managers distributing bonuses, and 6
suggests that peers credit each other for favourable behaviour instead. This merit money
system works particularly well for teams working remotely, since it gives them incentive to
communicate more.

Jurgen Appelo explains why organisations should celebrate experiments and learning instead of 4
solely success and failure.
Jurgen Appelo contends that being agile is not just about making customers happy faster. 3
Rather, agility is about keeping all stakeholders involved in your team and/or organisation
happy with very short feedback cycles.

Jurgen Appelo explains the challenges surrounding performance targets, such as decreased 3
happiness and demotivation. A powerful alternative to performance targets is to let people
measure themselves. He also explains why it is important to avoid linking performance targets
with rewards or punishments.
Jurgen Appelo discusses the most used, and most hated, management practice ever: the annual 3
appraisal. He compares this annual formal feedback moment with a Swiss knife, which looks
great but is not practical. As a manager, it is better to have a few small-scale, regularly
implemented practices that work, instead of one huge annual ritual that tries to solve every
challenge in a short period of time.

Because companies are relying more and more on a global workforce, they need to adapt their 5
leadership style in order to avoid alienating large sections of their staff. In this video, Amit
Mukherjee highlights the benefits, for companies, leaders and employees alike, of developing
what he calls culture-neutral leaders.

Amit Mukherjee analyses the failure of the Galaxy Note 7 smartphone and explains how the 4
pursuit of agility at all costs can be dangerous. He reminds us that agility can be a great asset
but it is not a solution to every problem.

Win-win is a term that seems to trip off the tongue nowadays. But be careful – to be effective a 5
win-win solution requires a lot of effort from both sides. Amit Mukerjee counsels us to use the
term sparingly and only when it actually means something. Learn some tips on how to identify
the best people to build a win-win relationship with and how to do so effectively.

The acronym VUCA (Volatility, Uncertainty, Complexity and Ambiguity) is a key business concept 5
that should be taken into account in every company’s strategy. But watch out! Thinking in VUCA
terms is useful as long as you don’t treat it as a catch-all term requiring just a single response.
Amit Mukerjee explains how the constituent elements require different leadership responses
that are not interchangeable with each other.

Avivah Wittenberg-Cox explains that senior level women tend to take a male approach to 3
leadership. Therefore, she encourages us to promote a female style of leadership.

Avivah Wittenberg-Cox quotes the example of W.L. Gore and encourages us to implement 3
advancement policies based on the judgment of peers instead of that of the hierarchy.

Avivah Wittenberg-Cox quotes the example of Barack Obama to show us that the leaders of 4
today are those who can use both their brains.

Avivah Wittenberg-Cox talks about what she sees as essential leadership qualities, and explains 3
why a desire for power is no longer necessarily a decisive criterion; the idea of service is
increasingly important.

Charles Handy reveals his famous doughnut theory. Discover how you can go beyond your job 3
description and make your job more exciting while preserving your relationship with your boss.

Charles Handy tells us the story of his first experience at MIT to show why first impressions are 3
so important and why we have to be careful about all the messages we are sending out.

Charles Handy gives the keys to a balanced relationship between adults and explains the 4
dangers of playing the role of a parent or a child in the business world.
Building and sustaining a diverse network inside and outside your company and your industry 4
can create a key asset for your company and can position you as a valuable intrapreneur. Dorie
Clark reveals how to do this effectively.
Javier Aguado explains, using the example of Gérard de Ridefort, how a collective project can 3
fail because of the pride of its leader.

Through the example of Mastercard, Jeanne Meister shares with you some wise words on how 4
to transform social media from a threat into an opportunity that companies shouldn’t miss.

Through the story of the first-ever column that he had to write for a magazine, Jason Womack 3
destroys a big myth about accountability, which is that you have to do everything you’re
accountable for on your own.

Being accountable often means respecting the deadlines that you give to others. Jason Womack 4
reveals how you can win the trust of your colleagues by giving them reliable deadlines and
communicating potential delays as early as you can.

When you are trying to hold your team accountable, you might be tempted to point the finger 4
and always try to find someone to blame. Jason Womack explains why this is counterproductive
and what you should do instead.

Meetings are a great way to demonstrate that you are accountable. Jason Womack delivers 4
some tips on how to make the most of this opportunity to earn the trust of your colleagues.

Holding your team accountable is a daunting task. If you want employees to be accountable you 4
have to straddle the fine line between control and trust. Jason Womack helps you to find that
balance.

People often have different opinions on what accountability in the workplace actually means. 4
Jason Womack talks about how important it is for a team to have a shared definition of
accountability.

Accountability and responsibility are two concepts which are closely linked but not identical, 3
and people often wrongly assimilate them. Jason Womack explains why it’s important for
managers to distinguish between them in order to motivate their staff and achieve better
results.

Being accountable doesn’t mean you have to say yes to every request that comes your way. 4
Sometimes you need to say no. Jason Womack explains why it is important to speak your mind
if you want to be accountable.

Being accountable doesn’t just happen at the individual level. It has to be a collective mindset 2
too. Jason Womack explain why collective accountability matters and how you can contribute to
it.

Have you ever thought that your life would be easier if you were someone else, someone more 2
powerful? Using a story, Mario Puig makes us aware that escape is not an option.

Our beliefs affect our perception of reality. Mario Puig warns us about the risks of 2
disempowering beliefs that can paralyse us. He invites us to identify them and abandon them.

Matthieu Ricard gives you his definition of a leader: a servant! 3

The first virtue of a good leader, says Matthieu Ricard, is accessibility. 1
Matthieu Ricard advises you to avoid superficial relationships with your team members. Instead, 2
really get to know them in order to motivate them and make the most of their talents.

Tal Ben-Shahar tells the story of Marva Collins, a school teacher, to show how listening to your 3
inner voice can be a source of satisfaction.
Referring to Professor Seligman’s test, Tal Ben-Shahar explains why and how we should 3
challenge our limits.
Using the story of Thomas Edison inventing the light bulb, Tal Ben-Shahar talks about the power 3
of commitment and self-fulfilling prophecy.
Many leaders today don’t seem to have a good understanding of what their role means and of 4
the responsibilities that are attached to it. Vince Molinaro explains why it is important that
leaders understand what is expected of them, and that they internalise and live up to these
expectations.

Leaders are usually held to higher standards – it comes with the job. But far too often leaders 4
disappoint their colleagues because they fail to live up to these standards. Why? Because most
of the time they are not aware of what they actually signed up for. This is what Vince Molinaro
calls the leadership contract.

Many leaders are not really committed to being leaders because they prefer to stay in the 5
comfort zone of their role as technical expert. But a leader who is not committed in this way will
simply not take their leadership role seriously. As a result, they won’t inspire their team and in
turn this will erode their team’s own level of engagement. This is why it is crucial that leaders
define themselves first and foremost as leaders and that they are ready to do whatever it takes
to lead their team effectively.

We often think of great leaders as those who lead others through challenging times that require 4
a heroic effort – the superhero that steps up to save the day. This does happen and leaders do
need to lead in times like this. But your leadership is also often tested in the day-to-day
moments. Vince Molinaro highlights the importance of being an effective leader in these
situations too.

Too many leaders are either unaware of or choose to ignore their primary obligations to their 5
organisation, their customers, their employees, their stakeholders and the communities in
which they do business. If left unchecked, this mindset can lead to corruption, bullying and
inappropriate behaviour, all of which can have highly negative consequences for everyone
concerned.

Many leaders lack the courage they are expected to have. They avoid some of the tough issues. 6
This makes them weak, which in turn also weakens their team and their company. Vince
Molinaro reveals 3 situations in which it is crucial to show courage.

It is during the hard times and most challenging situations that one’s leadership really gets 5
tested. Vince Molinaro shares his advice on how to pass this test successfully.

People work at their best when everyone has each other’s back. It creates a high level of trust. 5
Vince Molinaro explains why it is the responsibility of leaders to create such a culture and
discusses the best way to meet this goal.

Leaders and their teams often lose sight of the fact that the competition is outside the 4
company, not within it. As a result, people are working at cross-purposes with one another,
often in silos, department against department. Vince Molinaro explains why it’s the leader’s
responsibility to fight against this mentality and culture and what leaders can do to nurture a
more collaborative environment.

Research shows that holding yourself and others to high standards of performance is the 4
hallmark of a truly accountable leader. Vince Molinaro reveals why this practice can really set
you apart from other leaders.
How leaders approach the next role they are targeting is very telling both about their 3
personality and about their ability to fulfil that role. Some people have such a sense of
entitlement that they feel they are owed the role, while others are more humble and try to earn
their right to lead. Find out the more successful approach with Vince Molinaro.

-^^^-
When managing your team through a crisis, ensure communication remains open and keep 2
morale up by getting your people to focus on working to a plan, executing their day job and not
getting distracted by the broader crisis.

If a business you launch does not work out, be honest with your stakeholders. People can 2
handle bad news and everyone is aware of the risks going in.
Transparency is both necessary and beneficial, says Isaac Getz ... especially in tough times. 4

To be a good leader, you need to be able to guide your people in the midst of a crisis. Thanks to 4
the 'Coach K' case study in a basketball match that actually took place, discover the recipe for
getting out of a crisis successfully. 

-^^^-
Address leadership in the team, the task and the individual: get your team to believe in 3
themselves individually, believe in their task and believe in their ability to achieve together.

Different leadership traits and leadership styles can be immensely successful and inspiring, and 2
you can learn from them all.
Having a demanding vision is more important than what the vision is, because as long as you 2
push hard and demonstrate you can execute well, new opportunities will come.

Finding your own leadership style can take time, but if you learn to challenge and empower 2
people you will get the most out of them, and get the best outcomes for you and your team.

To succeed in the long term businesses need a passionate purpose that unites the team and 2
gives them all a real belief in what they are doing.
Whether selling an idea, presenting your product or laying out your vision of the future to your 30
team, a key aspect for managers and leaders is the ability to communicate effectively to their
people. But what you intend as a message is not always the message that is received by your
audience. And not only is it a question of the what behind the message, but also the how that
causes misinterpretation and misunderstanding. This session will give you the skills and
understanding behind this in order to communicate exactly what you want and how you want
your audience to understand it.

When the stakes are high and your aim is to convince, persuade and bond your audience behind 30
your message, building rapport is an essential factor. Through rapport, we build trust and when
we have trust, then our message is all the more likely to win understanding, support and
commitment. This training session will provide you with a set of incredibly powerful tools and
techniques to empower managers and leaders with compelling communication in order to build
rapport.
We have all been inspired and motivated at some time in our lives through communication that 30
touches not only our heads, but also our hearts and guts. We end up acting upon it. We change
things for better. And we are inspired to new and great achievement. Making that impact with
our communication means searching for and connecting to your people’s inner values and
beliefs, their identity and how and what makes them tick. This session provides the jewel in the
crown of any powerful communication by addressing and practising 3 techniques to win the
heads, hearts and guts of your audience.

At the very cutting edge of leadership and change is Vision, encapsulating the capacity to inspire 30
and motivate organisations and individuals to great achievement. But while vision is seen as
essential, it also remains elusive – most people know what it is until they have to explain it. This
training session will provide you with the key factors making up vision and show you how to
effectively use it within your organisations and teams.

Is vision reserved for the talented few? Is it something that should be vaguely perceived, high 30
up beyond the reach of yourself and your teams? The answer to both of these questions is no.
High-impact vision is like a waterfall, cascading from the very top through the different levels of
the organisation – from corporate to business unit to manager to team and to individual. It is
key for any manager to be able to inherit the higher corporate vision, strategy and objectives
and transform them into a pertinent, inspiring and motivating vision for themselves and their
teams. Through a set of simple though highly effective tools, this training session brings vision
within the reach of every manager.

Is just relaying the vision enough to make it operational? This is one of the greatest challenges 30
facing an organisation and many examples of unsuccessful envisioning has shown us that the
answer is no. For not only must the vision provide inspiration and motivation, it must provide
operational coherence as it changes and affects the deepest parts of your organisations right
from your purpose to your behaviours to your environment.

Leading and vision are about change. It means taking your teams somewhere different and 30
stretching yourselves to achieve it. It will inevitably be a challenge and may even be tough. And
it will unavoidably disrupt the present. It is therefore necessary to assess the present, identify
potential resistances and pinpoint what assets can be taken with you into the future and the
vision.

Vision and change are about moving towards something unknown, something new. And a 30
common reaction among teams and individuals, at least initially, is one of fear and resistance.
How can the leader, at this crucial moment, bind his team towards a common goal and
motivate them to overcome their fears despite the risks? This is what this training session shall
explore.

When faced with a vision and its inherent change, team members will often raise objections or 30
lack confidence in their ability to achieve it. These reactions focus on beliefs rather than facts
and have a direct influence on behaviours. The success of your vision depends on the degree of
belief you and your team members have in the vision. It is therefore necessary to strengthen
these weaker beliefs and transform them into motivations for high achievement. This is what
this training session shall explore.
Confronted with an increasingly moving and complex environment, companies need to adapt 30
rapidly, anticipate change, innovate, and demonstrate reactivity and flexibility. In such a
context, it is essential to promote cooperation between people, show trust in the potential of
individuals and encourage creativity, individual initiative and autonomy. In a nutshell, the key is
to encourage leadership. Leadership skills are rare and much sought after, and yet each of us
has the necessary potential within us that deserves to be developed or unleashed. This can only
be achieved in companies that adopt a leadership culture: this is what this training session will
attempt to show you, by explaining the stakes in leadership, its characteristics and the main
qualities expected of a leader. And this in order to incite each of us to assess and develop our
leadership skills.

Jurgen Appelo uses an example to explain the difference between Management 1.0, 2.0 and 3
Management 3.0.
Javier Aguado explains, using the example of Julius Caesar, that success is impossible without a 3
corresponding vision and he encourages us to let our projects be guided by this concept.

As co-author of "The 2020 Workplace: How Innovative Companies Attract, Develop and Keep 3
Tomorrow's Employees Today", Jeanne Meister shares with you the story of Katya, who
appeared in the first chapter, to show you why and how you can anticipate the future.

Manfred Kets de Vries invites you to reflect on what gives meaning to your team's work so that 2
you can really find fulfilment.
Southwest Airlines embodies what Patrick Lencioni calls a healthy company. Find out how it 1
managed to achieve this.
A common problem in companies today is that people are paying attention to the wrong 2
results. They tend to focus on the results of their own sub-group instead of those of the whole
organisation. Patrick Lencioni explains why it is vital to change this mindset.

The values of a company often explain its success. But how do you identify them? Patrick 3
Lencioni shares some tips to help you decide which values your own organisation embodies.

If you worry that defining your core values will lead you to recruit in a homogeneous way, think 2
again. Patrick Lencioni explains why defining your core values actually facilitates diversity and
not the opposite.

It’s very easy when you recruit someone to focus on the intelligence and the technical and 2
tactical skills of the candidates and neglect the rest. Patrick Lencioni reveals why it is crucial to
also check if the candidate is a good fit for the core values and culture of the company.

Orientation and onboarding often focus on delivering technical information, but by doing so 1
they are missing the point. Patrick Lencioni explains why the most important thing is to share
the values and history of the company.

Leadership is different historically and linguistically from management. Robert Dilts leads us 1
through the true definition of leadership and its link to vision.
What are the key attributes of vision in organizations today? Robert Dilts gives us the answer 4
through a series of powerful examples.
Vision is often seen as being reserved for high-flying directors. Today's business reality shows us 2
that vision can occur and is vital at every level of organizations.
Robert Dilts takes us through both well-known and obscure and surprising examples of non- 4
vision to show why it's important to be audacious when creating your vision.

Robert Dilts takes us through one of his experiences as a consultant for Xerox: why and how the 3
vision of a famous organization went wrong.
Leadership is a notion that changes all the time. How will leadership look in the next 10 to 15 2
years? What will shape it and how will it benefit others?
In today's society, there is no good leadership without vision. Thanks to a clear vision of the 4
end-state, your people will be more creative and more able to make the right decisions, as
revealed in the example of the 'smiling colonel' in Iraq.

Tal Ben-Shahar uses the story of Robert Pirsig and a group of monks climbing the Himalayas to 3
analyse the role of goals in our search for happiness.
-***-
-^^^-
Transverse management is one of today's buzzwords...but do you know exactly what it means? 30
Could you describe exactly what it entails compared with hierarchical management ?<br> Do
you know what the different kinds of transverse management are? Are you ready to be a
transverse manager? This session gives an overview of the concept and helps you to decide how
you should approach the key features of this mode of management.

Transverse management is no easy task. You don't have the same prerogatives as in top-down 20
management: to get your colleagues to cooperate, you have to influence them rather than
imposing your point of view. This is what we mean when we talk about good leadership. In this
session you will find the essential pointers to help you understand and develop an effective
leadership stance.

How can you make people work together when they are not really a "team" in the usual sense 30
of the word? How can you foster cooperative behavior in a group where there are more
conflicting interests than convergent ones? These questions reflect the main challenges faced
by transverse managers, who must always make sure negotiation is possible within their group
so that its members can work together effectively.<br>This session helps you to introduce a
style of cooperative management that is well-suited to transverse management scenarios.

In contexts where power is not imposed from above, asserting leadership is a crucial challenge. 30
How can you communicate convincingly so that your colleagues engage wholeheartedly with a
project? How can you foster motivation within your team on a day-to-day basis? This session
gives you a simple, practical method to achieve this.

-^^^-
Project mode' is an easily manageable technique, which explains why its use is increasingly 30
widespread in companies. It does, however, mean that all the contributors to the project have
to share the same vision of the goals and targets to be achieved, and what needs to be done to
achieve them. The key concept that embodies this shared vision is the deliverable. To define the
deliverable and ensure it is supplied according to plan, it is vital to assign the proper roles to the
different project stakeholders. <br>What is a project? How can you define it clearly? Just what
are the roles of the stakeholders, and what is the contract that binds them? That's what you're
going to learn in this session.
The project you've launched has started off well. According to the project manager, it's as good 30
as finished. And yet as the weeks go by you still can't see what's going on; this is what we call
"tunnel effect". To avoid finding out at the last minute that the deliverable you've asked for will
not be compliant, that you can't meet the deadline or that you're over budget, it's vital to set up
project milestones. <br>How can you avoid the tunnel effect? What is the correct way to pace a
project? How do you set up milestones? That's what you're going to learn in this session.

A major cause of budget overspends or missed deadlines is simply the fact of overlooking 30
certain tasks. This is why it is so important to produce an exhaustive project breakdown. But
how much detail should you go into? If you go into too much detail, you risk getting bogged
down; on the other hand if your breakdown is insufficiently detailed, you're likely to overlook
important tasks. This session explains how to break down a project in just the right level of
detail.

The project manager is seldom the only one carrying out the project! The people who take part 30
are the contributors, also known as resources. Organising a project is all about ensuring the
availability of the right contributor (i.e. the right skill) at the right time. It happens in three
stages: analysing the need for resources, negotiating resources, and formalising
contributions.<br>This is what you're going to learn about in this session.

The project plan represents how the project is supposed to unfold over time. To ensure the 30
project plan is implemented correctly, the company will use management practices that are not
specific to the project. These management practices are described in three different contractual
documents: the quality assurance plan, the product assurance plan, and the project
management plan. The project launch review endorses these documents and checks that they
are mutually coherent.<br>This is what you're going to learn about in this session.

No matter how careful you are at the project definition stage, there will always be variance 30
between what was planned and what actually happens when the project is under way. As soon
as the first instances of variance appear, the key role of the project manager is to take the
necessary steps to limit their impact. How is this done?<br>This session will show you how.

Closure' means the project is over. But is the project 100% over, or just 95%? For instance, a 30
project isn't 100% complete until user support is in place. Once it's over, the project is analysed
so that lessons can be learned for the future: this is called post-project analysis. Then, when all
the lessons learned from the project's successes and failures have been duly noted, the project
manager releases the project contributors, who can now go back to their usual jobs. Finally, the
project manager is released, either to go back to his or her usual job, or to start a new project.
You'll learn all about these key project stages in this session.

Risk management is a very popular subject, as risk is inherent in all projects.<br>Risks are 30
analysed before the project begins and preventive or palliative solutions are put in place. As the
project moves forward, these solutions are deployed where necessary: this is what risk
management is all about. The solutions set up before the project and then deployed (or not)
during the project, are either financial (budgeting for overspends) or operational (plans of
action to deal with specific situations that might arise).<br>How do you identify risk factors?
What are the alternatives if a situation arises? What is the proper way to respond? All this will
become clear during this session.
Projects aren't just about planning; they involve real people working together over a given 30
period towards a shared goal. The problem is that these people usually have other jobs to do at
the same time, and that the project manager is not their line manager. This session doesn't set
out to give you all the necessary tools for managing a group of people; instead it focuses on
what the project manager has to do to cope with clashes between people's contribution to the
project and their other work.

Just because the deliverable has been handed over, it doesn't mean the project is over. A 30
project generally produces a solution, a product, or a service. It has a final client - the project
sponsor - and it has users. The project manager is ideally placed to ensure that the deliverable is
used in the best possible conditions. In some cases, the project manager must keep some
resources aside to ensure that the project 'survives' over time. This session is unusual in that it
shows the bigger picture: how the project fits into the life of the company. Stepping out of
project mode doesn't mean suddenly dropping everything. Only if the transition to real life is
made smoothly will the project be perceived as a success.

Javier Aguado explains the subtle distribution of powers following the death of Julius Caesar and 3
invites us to define areas of responsibilites in our organisation.

Javier Aguado explains, telling the story of the founding of Rome, that it is important that 3
diversity is taken into consideration in projects.

Javier Aguado explains, telling us the story of the founding of the Templars, that there are three 3
key elements to launching a project.

-***-
-^^^-
Play to the different strengths of the people on your team, but don't forget to motivate and 2
challenge the high flyers to move out of their comfort zone in order to develop.

The true cost of tolerating poor performance is the message that you give to the rest of the 2
company, that mediocre is OK here.
Towards the end of the year, the atmosphere starts to change in some companies as snowed- 20
under managers wonder how they're going to find the time for performance reviews, and staff
wait for performance review day with a mixture of anxiety and impatience. Are performance
reviews a tiresome obligation or a constructive opportunity? This session tells you what
performance reviews are really about.

Appraisals are a high point of the year for managers and staff. Appraisal is an important 30
management tool that often determines both individual and collective performance. For the
spirit of the appraisal meeting to be properly entered into, and for its expected results to be
achieved, it's vital to obey four golden rules.

Jointly agreed-upon goals between a manager and staff member are one of the cornerstones of 20
good management. They enable you to carry out an objective assessment of staff performance
and to set up motivational personal development plans. This Session demonstrates why it's vital
to know how to set goals effectively.
Appraisal meetings are without doubt one of the most important features of a manager's 20
working year. Fraught with expectations from both sides, they are a very effective management
tool once you've mastered the technique. This session outlines the techniques and tools used
by appraisal professionals.

Have you ever been unable to reach consensus with a colleague at the end of an appraisal? 30
Have you ever had to deal with differences of opinion or disagreements about performance
levels? Have you ever found it hard to agree on goals? This session deals with situations like
these, and helps you develop the appropriate responses.

An appraisal usually ends with a mutually agreed commitment from both manager and staff 20
member, based on development goals they have agreed on together. How can you ensure
these commitments are acted on? How can you make following up and monitoring objectives
into a motivation tool? This session will show you how.

Mutually agreed goals between managers and staff are one of the cornerstones of good 30
management. They facilitate objective performance assessment and make it easier to set up
motivating development plans. This is why it's vital to know how to set proper goals. The aim of
this session is to show you how to achieve this.

Discover why it’s often better to run a marathon than a horse race. An interesting lesson in life 3
taught by Charles Handy that also applies very well to the work place.
Marie Miyashiro reveals how you can develop accountability within a team by sharing the right 4
information and helping members to really connect to the team’s needs.

Performance appraisal systems are increasingly useful to organisations, provided that they are 3
managed adequately. Scott Snook gives you the basic rules of an efficient appraisal through the
example of an appraisal signed by General Patton in 1943.

-^^^-
Great bosses inspire you to work hard by giving you gentle guidance, but then letting you get on 2
with it, and trusting you to deliver.
You have just assumed the role of manager and are wondering what will change for you and 30
what impact this function will have on your personal and professional life.<br>You are
wondering about your role, your mission and the different skills that are required to succeed in
your responsibilities.<br>This session provides answers to your questions. <br>We will take the
case of Olivier Moore, a recently-appointed manager, to help you assess your role as a manager
and provide you with guidelines to handle your new position.<br>At the end of this session, you
will be fully aware of what is going to change for you, what is expected of you, and you will have
taken stock of your new role. You will also have a clear idea of the priorities you must set
yourself in the first weeks of assuming your function.
You have just assumed your functions as a manager and you feel overwhelmed by the mass of 30
information you need to integrate in a very short time with respect to your new activity. How
can you identify and obtain the most important files? <br>This session will teach you a 5-step
approach to build an identity card of your unit.<br> We will take the case of Michael Gray, a
recently-promoted manager, to help you identify and describe the mission of your unit, its
clients and their expectations, its activities and processes and, lastly, its suppliers – internal and
external – and what you require of them.<br>Once the session is completed, you will have a
clear overview of your unit and you will be able to list and describe the key information that you
need to assimilate.

Once you have collated and assimilated the key information about your unit, you must put this 30
information into perspective and make an initial diagnosis of your unit's performances
according to the criteria set by your hierarchy.<br>We will take the case of Michael Gray, a
recently-promoted manager, to draft a diagnosis of your unit's performances in 7 steps
according to the 4 most commonly used performance criteria.<br>Once the session is
completed, you will have a clear idea of your unit's strong points and weak points and you will
have drafted a first list of the priority actions to be implemented to improve its performances.

“Who are they?”, “How are they taking my arrival?”, “Who are the ones I can depend on?”, 30
“What do they expect of me?”. The members of a team are often the focus of a manager's
attention… particularly when taking over an existing team. In this session, we will take the case
of Marion Jones to provide you with all the keys to meet your new team successfully and to
make your team members the best allies of your success.

This session will provide you with the main guidelines to draft an operational action plan when 30
you assume your new function. What are the main errors to avoid? And what are the golden
rules to follow? You will be taken through several practical cases of managers assuming new
functions. At the end, you will know how to determine the right steps to successfully manage
this crucial phase in your career.

Managing people means helping them to generate performance. For a manager, this means 30
creating the right conditions to achieve performance. What are these conditions? In other
words, what do staff members expect from their management? This session provides an
overview of the main expectations of your staff members in terms of management and how to
adopt the right management practice for each expectation.

Isaac Getz encourages you to stop managing for the small minority... and allows you to 4
experience at first hand why this practice is wrong.
Manfred Kets de Vries explains that people in companies are not that different from gorillas, 2
and that three simple things are expected from a good leader.
-^^^-
Delegating tasks is a great way to develop people, but it only works if you work with them and 3
support them on the delegated task.
Many experienced corporate leaders and managers say delegating is one of the most difficult 20
skills to put into practice on a daily basis. Employees say the best managers are those who
motivate them by delegating.
Before delegating, managers must have identified strategic activities and what cannot be 20
delegated. They then have to devote time and effort to the delegation contract. This means
defining the purpose of the delegation and finding the best person for the job. This is what you
will learn in this Session.

Monitoring delegation obviously implies that a delegation agreement has been established 20
between manager and employee. Together, we will examine the principles you should apply to
carry out the delicate task of monitoring your employee as he/she carries out the assignment
you have delegated. You can probably sense that the key to success lies in finding the right mix
between control and freedom to act. Too much control, and you will stifle your employee,
thereby losing the two advantages of delegating: freeing yourself of a task you would have had
to carry out yourself, and encouraging your employee to grow by taking responsibility for a
clearly defined assignment. Too much freedom, and the mission can go off track with disastrous
consequences. How can you limit risks without limiting independence? How can you monitor
your member of staff efficiently? This is what you will learn in this session.

You thought you had anticipated everything, but your staff member has not done what you 20
expected and has failed to meet the objectives… Your internal or external clients are
complaining to you… When an assignment goes wrong, what should you do? This is a very
profitable exercise for a manager. If you take back the reins too abruptly, staff members risk
losing their motivation and their trust in you. Doing nothing does nobody any favours and could
hurt your credibility as a manager. This session will teach you a very simple and practical modus
operandi to set an assignment back on track without forfeiting your management
fundamentals.

Charles Handy explains what negative power is and how to prevent your staff from exercising it. 4

In an increasingly complex world, you have to adapt your way of leading your people. With the 4
help of an example drawn from the war in Iraq, find out how you have to switch from a linear
way of thinking to a much more flexible approach by accepting uncertainty and empowering
your people.

Being a leader in a complex environment implies a new way of leading your people. Discover 5
how watching children at recess time can show you how to deal with chaos. 
-^^^-
Create a supportive environment, and develop a culture where you can be demanding of each 2
other but respect each other as well.
Great leaders have a strong and very developed sense of purpose and drive, which makes them 2
self-motivated and always wanting to exceed expectations.
Don't underestimate your ability to succeed in challenging situations, and remember that failure 3
is not to be feared – it is an essential part of eventual success.
It is essential that you can be trusted to tell it as it is and to give, and get, a straight answer that 2
people can rely on.
It's critical to make sure you have a full team at all times, so if you know someone is about to 2
leave, or go on maternity leave, think well in advance about how you're going to replace them,
and to not attempt to just 'get by'.

To build a high-performing team you need to build trust, ensure you have different skills, but 2
also be prepared to be flexible about the exact parameters of your role.
When you're building a top team, make sure every individual in that team is a top performer, 2
and don't tolerate poor performance out of loyalty.
Functioning as a team is what you intend to do on a daily basis in the unit you manage. But the 20
word "team" is often used to describe ways of working that don't involve real teams. This
Session helps you to identify what really defines a team.

When we talk about teams, we often refer to very different realities. This can be explained by 20
the different stages of development a group of people must go through in order to become a
team. Each stage requires a particular management style. This Session helps you to identify the
management style that is most appropriate for your team.

Forming a team is a critical phase, and it's important to get it right. This Session focuses on the 20
manager's role in forming the team, and suggests 3 ways to stimulate discussions.

Diversity within a team is valuable, but it can also be a potential source of confrontation and 20
conflict. This Session helps you to manage difficulties that may occur in your team.

A team must go through several phases before becoming effective. This Session identifies the 20
characteristics of the norming phase when people learn how to work together, and gives you
the tools to manage your team effectively at this stage.

This Session looks at the cultural reflexes of successful teams. What is the manager's role at this 20
stage? What are the 3 tools you can use to improve performance?
A management team must be a powerful force driving the company's performance – and yet 20
there is often no true team at this level. This Session helps you to make the best possible use of
your management committee's potential.

We are experiencing a true digital revolution, with a sharp increase in the number of different 20
uses and applications. The strongest companies are those that can harness collective
intelligence by organising themselves into a powerful collaborative network. This Session
describes the expectations of the employees of the future, and explains the role that the
manager should play in a digital company.

More and more often these days, teamwork doesn’t happen in formal teams. It takes place in 5
dynamic and flexible groups of people with different skills, who don’t know each other, are not
used to working together and don’t know in advance the answers to the problem they need to
address together. Through the powerful story of the San Jose copper mine in Chile, discover this
new phenomenon of teaming that Amy Edmondson has researched extensively.

Often we believe that the main factor for teambuilding is sharing strong explicit values. Francis 4
Cholle challenges this idea and calls for a return to play in order to create productive, efficient,
innovative powerhouse teams.

Isaac Getz shows that certain control procedures will hurt you more than they'll help you. 3

For Isaac Getz, there is no doubt about it: cultural fit is THE number-one criterion if you want to 4
be sure of success when recruiting new members of staff.
Isaac Getz uses the example of an engineer and his boots to show that to be trusting is less 3
costly in the end than to be controlling.
Manfred Kets de Vries tells you the 3 secrets of long-lasting high-performing teams. 2
Enjoy yourself, says Manfred Kets de Vries, it's good for your team! 1
Manfred Kets de Vries warns you that teams can get sick too! Identifying the possible symptoms 3
will help you to keep your team healthy.
Manfred Kets de Vries suggests a simple technique for improving the way in which your team 2
works.
Manfred Kets de Vries gives you three action points to ensure the long-lasting success of your 3
team.
Manfred Kets de Vries invites you to play a little game to define your team's identity and 3
culture.
Inter-company competition is part of the game, recognises Matthieu Ricard. But within a 3
company, there's only room for unconditional cooperation.
Without trust, warns Matthieu Ricard, collaboration and performance cannot flourish. 3

Patrick Lencioni clarifies the differences between what he calls a smart organisation and a 1
healthy one. Find out which one he thinks is the more important.
Patrick Lencioni tells the story of a manager whose behaviour destroyed his organisation. The 2
story illustrates the importance of showing vulnerability if you want to promote a culture of
trust within the organisation and ensure its success.

The way you end your team meetings is crucial if you want to avoid problems later and make 2
sure that the decisions made are properly implemented. Patrick Lencioni shares his tips on how
you can ensure that everyone leaves the meeting fully aware of what has been agreed, and that
they are ready to communicate it.

Patrick Lencioni qualifies the old adage “Praise in public, criticise in private”. He explains in 2
which circumstances criticising in public has its benefits.
Leadership is crucial to bringing energy and movement to your organization. Companies that 3
lack leadership can fail. Robert Dilts explains.
Find out why happiness leads to success, and not the other way round. 3
-^^^-
In order to be client-oriented, one of your main priorities must be to produce a “quality 30
service”.<br/>However, “quality service” can seem very subjective. How is this quality going to
be evaluated by a client? You need to be aware that the quality of your service is going to be
evaluated according to different criteria such as efficiency, friendliness, simplicity and so on.
There are therefore many issues to take into account. <br /> Furthermore, the evaluation that
your clients are going to make will depend to a great extent on their expectations regarding the
service. You therefore have to ask yourself about the different expectations of your clients and
about the things that influence them.This session will help you understand how your service can
make a difference to your clients by helping you be conscious about the things that influence
their expectations, and it will also help you to respond to them in the best possible way.

Regardless of the job you hold in a company, client satisfaction has to be one of your 30
preoccupations. First of all, you must identify your clients well. They may be internal clients or
they may be external to the company. Once you have identified your clients, you have to
become aware of their expectations, so that you can put a procedure in place that meets them.
Finally, the last stage involves assuring yourself that your clients are indeed satisfied, in order to
adjust the procedure you have set up if the need arises.
As a customer, you no doubt remember having received such poor service from someone that 30
you took your business elsewhere. You therefore know the importance of looking after
dissatisfied clients so that you don’t lose them. However, a lot of service providers make do
with handling complaints superficially. This leaves clients feeling frustrated. This training course
will allow you to go further by understanding the different expectations clients may express in a
complaint and giving you a 4-step method to manage a complaint accordingly.

One of a manager’s jobs is to ensure that staff are provided with conditions that allow them to 30
satisfy clients while meeting the quality standards that the company desires. This requires giving
staff the practical means to fulfil their mission, setting them objectives which are compatible
with each other and reporting what’s happening on the ground to top management. This
session will help you with each of these three requirements.

Managers sometimes need to improve the skills of a staff member, and have to do so quickly. 30
Tutoring is a very effective method for this – it helps to teach people specific ways of doing
things or attitudes to adopt. The tutoring approach is more particularly appropriate in service
industries, where we have to get it right the first time round. After all, clients make use of the
service in question when it is created, and we cannot afford to provide certain clients with poor
service just because our staff lacks the necessary skills. Tutoring is a teaching method that gives
us every opportunity of getting it right from the outset in common situations with the
client.<br/>But it is also suitable for any field of activity, provided we are ready to spend time
making staff rapidly operational and efficient.<br/>In particular, the PAT method is an easy way
to guide us in our tutoring efforts.

When you treat your staff members like your clients, you are meeting a specific need: increasing 30
their loyalty to the company. But, you are also modelling a very precise type of behaviour. An
increasing number of companies have adopted a client-oriented strategy with the aim of
increasing client loyalty. Along with this approach, they expect very specific behaviour from
their employees with respect to their clients. An effective way for managers to obtain this
employee behaviour is to be examples of it themselves with their staff. In this session, you will
learn how to identify these key types of behaviour, so that you can put them into practice and
in doing so meet your staff members’ needs.

Jurgen Appelo shares a personal story of a failing business plan. His example provides valuable 3
insights, highlighting how and why continuous validation with your customers is more important
than a fabulous-looking business plan.

Knowing the lifetime value of an average customer can help your team members take the right 3
decisions and win customers’ loyalty. In this videocast, customer service and experience expert
Shep Hyken reveals the formula that will help you find out how much a customer is worth.

Through the striking example of Nordstrom, customer service and experience expert Shep 3
Hyken reveals how the interactions between a business and its customers lead to the creation
of legendary stories that can be told again and again and drive company culture.

The only way you can possibly amaze your customers and win their loyalty is by first amazing 2
your employees. In this videocast, customer service and experience expert Shep Hyken explains
that the key to treating customers well is learning to model the behaviour that you as a
manager hope will trickle down to your employees.
Does your company have a corporate “mantra”? In this videocast, customer service and 2
experience expert Shep Hyken shares the value of creating a statement that will epitomise your
company’s philosophy and reason for being.

-^^^-
The secret to managing people well is to listen to what they want to achieve, give them some 3
independence and responsibility, but be there to supervise and give constructive feedback.

If you have someone talented on your team who prefers to keep different working hours to 2
normal, see if you can accommodate them, you may be surprised by the results.

Instead of focusing on the negative behaviour of employees, find a way to give them new 2
opportunities to flourish and excel.
If the Chairman and the CEO have a good working relationship it benefits not only the 2
organisation but also themselves as they can learn from each other.
You have noticed that a staff member is not following the rules. How should you react? This 30
session will show you how to handle this delicate issue by being specific about the minimum
rules to be respected when working in a team, while allowing that certain rules may need to be
adapted to certain special situations.

You have noticed that a staff member is not meeting his objectives. How can you help him react 30
quickly to this poor performance? What are the pitfalls to avoid? Your initial reaction could be
to admonish your staff member, but is that really the right solution? This session will show you
the best behaviour to adopt in this situation and how to run an efficient interview.

Managers should not limit themselves to the single style of management they feel most 30
comfortable with. To be efficient they need to learn how to tailor their style to the different
people they are managing, particularly according to their degree of independence.<br>This
session begins with a definition of what 'independence' means, and then explains which style is
best suited to each level of independence.

The more you delegate to colleagues working independently, the more time you can devote to 30
your own strategic, high-priority tasks. This session explains how to use management styles to
enhance the independence of you colleagues, with a view to improving long-term efficiency.

One-to-one meetings are sometimes tricky: perhaps you have to ask a colleague to do 30
something at the last minute, or pass on a potentially upsetting piece of information; or perhaps
your colleague has a problem and wants to air concerns or dissatisfactions. This session explains
which style you should adopt when starting a face-to-face meeting, and how to vary your style
according to how things develop during the meeting.

Jurgen Appelo explains how he gives effective feedback. Instead of using the “feedback 3
sandwich,” he prefers the "feedback wrap". This five step method is especially helpful when
communicating with teams that work remotely.

Amit S. Mukherjee highlights necessary changes in management in a networked world. 4

Amit S. Mukherjee details the necessary mindset shift of managers when dealing with remote 3
and mobile employees.
In this videocast, Amit Mukherjee highlights how SMART objectives can spell trouble in the 4
digital world. He explains why he thinks it’s time to stop using them to allow people to be
smarter in the context of a thought-driven economy.
Charles Handy invites managers to share with their staff the unspoken contract they have with 3
the company.
Charles Handy explains how people have their own territory within organisations. He highlights 4
why on the one hand it is important they keep their territory open to others and on the other
hand they have to make sure they respect the territory of others.

Charles Handy invites you to consider remote working and think about how everybody can 3
make it work to the benefit of both individuals and the organisation.
Deciding to fire someone is one of the most difficult decisions a manager will ever have to 2
make. That’s why you need to think long and hard before you come to this decision. Find out
with Patrick Lencioni when and how you should let someone go.

Rahaf Harfoush highlights how hyperpersonalisation affects your life both as consumers and as 2
professionals. How can we benefit from the “me” age whilst ensuring hyperpersonalisation
doesn’t create any security or privacy issues?

-^^^-
Staff members who feel good are more capable and willing to do their best. Even though there 20
are several techniques and organizational tools conducive to well-being, these won’t help unless
managers adopt the proper state of mind themselves. Implementing a bit of self-improvement
can go a long way. Discover how to do just that in our The Team module entitled “The Bosses”.

In the knowledge economy it is crucial that colleagues share information. But not everyone 4
speaks up and breaks the silence when they should. The reason for this is the lack of a climate
that Amy Edmondson calls psychological safety. Let’s find out what it is.

Speaking up in the workplace doesn’t always come naturally. For people to feel comfortable 3
expressing what they think, you need a climate of psychological safety. Amy Edmondson shares
the essential tools you need to create such a climate.

In order to create a climate of psychological safety, it’s important that people understand what 3
is expected of them and why it’s important that they speak up. Amy Edmondson explains how
leaders can set the stage for this and create a context where people are ready and willing to risk
failure in order to succeed.

It’s a very common mistake to assume that if people have something to say, they’ll say it. If 3
leaders want their colleagues to speak up, it is crucial that they invite them to do so. Amy
Edmondson shares her tips on how to encourage people to put forward their ideas and
comments.

When people come to you with bad news, your instinctive reaction might be to express your 4
frustration or anger. But don’t shoot the messenger: that is the best way to discourage people
from speaking up. Amy Edmondson shares her advice on how to respond in a way that
reinforces a psychologically safe climate and allows problem-solving and learning.

Adam Grant shows the value of being able to schedule in time slots during which no external 4
interruptions are permitted, in order to enjoy moments of quiet productivity.

Many of us think that working long hours and sending late emails is a sign of efficiency. Maura 4
Thomas explains the downside of such practices for you and your team.

Rahaf Harfoush reveals why big data is not just about figures and metrics and how analytics can 3
also get a grasp on people’s behaviour and emotions.
-^^^-
Stand up to bullies, because that's the only thing they respond to, and be aware that they are 3
usually just inadequate people.
People may have different ways of doing things but if there is conflict try to find the common 3
values and goals so people can work towards the same end.
If you are being bullied or intimidated in the work place you need to protect yourself. Involve a 3
trusted third party to mediate and to give you support, and make sure you have evidence you
can provide to ensure the situation is resolved.

Managing high-maintenance individuals is not easy but if done well can allow their abilities and 2
talent to transform an organization.
It's inevitable that you will make some enemies, but try to right these situations and keep all 2
your relationships in a good state of repair, especially with people you have had to fire.

Results are worth nothing if you don't have values and exemplary behaviour, says Manfred Kets 3
de Vries. Never accept intimidation!
Manfred Kets de Vries warns that sweeping under the carpet things that are wrong only stores 1
up problems for the future. Instead, bring them out into the open so that they can be dealt with
properly.

-^^^-
The best way to manage people effectively is to be honest and straightforward with them, and 2
to keep them engaged and motivated so they deliver.
Developing people's talent through empowerment is better than micromanaging them, as 2
rewarding and acknowledging them motivates them to try and exceed your expectations.

Managers should make the people who work with them confident that they will always back 2
them, which ensures people are not risk averse and are really motivated to deliver.

Learn from the jobs you do early in your career that it's important to value the people in any 2
business who do the heavy lifting - it's easy to take them for granted but without them you do
not have a business.

Challenging and interesting your talented people in unconventional ways will allow them to 2
learn the leadership skills they need.
Your people will succeed in overcoming the greatest challenges if you motivate them and trust 3
them to perform even better than they think they can.
If you share the ownership of the company with your people, and reward them for their talent 2
with a say in the company’s future, your company will be better and stronger.

In any job, however unappealing it may seem at first, there are ways to find positives if you look 1
for them.
As managers, who wouldn’t want their staff members to do their best and be completely 20
committed to their work every single day? This is not an unrealistic expectation, but managers
do play an important role in staff commitment. What are the foundations for commitment from
staff members? How can managers strengthen them? Find out in The Team module entitled
“The Airplane”.

Adam Grant encourages you to take an interest in the career objectives of your staff and to 4
ensure that these objectives can be met in their day-to-day work, thus encouraging their sense
of commitment.
Adam Grant shows that creating a working atmosphere that will motivate your team depends 3
on the personality and character of each of the team members.
Adam Grant shows that it can be more motivating for your staff to give than to receive. 3

Amit S. Mukherjee gives you a plan of action to promote strategic collaboration. 4

Discover how to trigger energy among your staff. Charles Handy explains why it is vital that 4
people should feel that what they are doing is important and that they own their work.

The theatre, with its very particular rules, is an interesting type of organisation. Charles Handy 4
explores these rules and invites you to consider the benefits of using them in your own
organisation.

Through the story of his choirboy son, Charles Handy reveals what organisations should do to 3
encourage their employees to be more accountable.
Accountability is key to the success of a company. But how can companies make their 4
employees accountable and what form should that accountability take? Should it be at the
individual level or at the team level? Ed Lawler provides insightful answers to these questions.

Using the example of a janitor, Isaac Getz makes clear the level of commitment that can be 3
shown by someone who feels respected.
Why disrupt your colleagues who are trying to do their job with a clumsy carrot and stick 3
approach, asks Isaac Getz?
Using the example of Marriott, Jeanne Meister demonstrates the benefits of gamification within 4
the company, in particular for recruitment, developing new skills, and engaging and motivating
people.

Even if you're not the MD, you can change things in your company. Manfred Kets de Vries 2
explains which things...
Manfred Kets de Vries invites you to set ambitious objectives for each of your team members... 2
bearing in mind their personal sources of motivation.
Empathy is not a just a soft skill. It’s also a tool that you can use to engage and retain your 3
employees. The more you see them as human beings rather than just members of staff, the
more you will be able to find ways to increase their commitment.

Companies often focus their incentivising efforts on compensation and not enough on 2
recognition. Patrick Lencioni explains why this is a big mistake to make.
Tammy Hughes explores the differences between Gen Xers and millennials in their approach to 4
work and explains why it’s important to make work more fun for millennials if you want them to
perform well and remain in the company.

-^^^-
It's so important, as a manager, that you prepare your people for moving on and make sure that 1
they are achieving everything they possibly can.
Skills are undeniably associated with a company's performance. In a constantly changing 30
organisation, developing skills is essential. As a manager, this is your duty and you must be
aware of your responsibilities in this area.

-^^^-
To manage a geographically dispersed team, managers must start off on a sound and solid basis. 20
They must perform on-site visits to all main team members at their workplace. The on-site visit
is vital in helping managers get to know their team members and understand their roles. It also
enables them to establish a good relationship with each one of the team members. To maximize
the benefits of this visit, managers should respect a certain number of organizational rules. You
will find out how to plan and organize these on-site visits, the right state of mind to adopt, the
questions to ask and how to conclude each visit.

The team foundation seminar, also known as the contractual seminar, is a key step in creating a 20
remote team. It enables managers to establish the working basis for the team. Managers can
make use of this opportunity to foster connections between team members in order to
understand each other's job. It also enables the team to define the outline of roles which will
link all parties and establish the way they will all work together. To organize this type of
seminar, managers should understand the objectives, adopt a few key steps and respect a
certain number of rules. This is what you will find out when you watch the Team in the module
called "The Squint".

One-on-one support for team members who work in remote locations is important to ensure 20
they stay motivated and attain their objectives. To do this, managers can use certain methods
that are more or less effective in long-distance management depending on circumstances. The
three most effective methods are electronic reporting, phone or video chats and on-site visits.
However, to maximize the benefits of these methods, how should they be used and to what
purpose? Watch the Team in "The Unsettling Visit" to find out how to apply the fundamental
rules.

Managing a remote team is especially challenging because team members spread out over 20
different locations naturally pull in different directions. The role of the remote manager is to
ensure that the team remains united so that all of its efforts converge towards the attainment
of a common goal. To ensure that everyone in the team is kept up-to-date and to establish
strong connections between team members, managers can set up internal newsletters, conduct
regular team meetings and initiate transversal mini-projects. However, these actions are
effective only if their advantages are understood and if they are appropriately adopted. It is also
necessary to know how to organize them in order to reap all of the benefits. Watch the main
characters of the Team in the module called "A Sense of Rhythm" and learn about the pitfalls to
avoid and the best practices to adopt.

Remote managing—dealing with home workers, mobile workers, or employees working on 20

other sites—can pose some problems. The most important aspect is knowing how to select the
jobs and people compatible with this new working arrangement. Managers must be able to
change their perception of their colleagues and alter their management styles. Our new
episode, “Paul’s Fears”, encourages you to explore these issues.

Andrew Kinder gives hints and tips on how managers can support their teams in a switch to 4
desk-sharing.
Andrew Kinder shares with you some wise words on how to implement remote working in your 4
team.
-^^^-
Do you think it's possible:<ul><li> to get each participant to express their point of view in a large 20
meeting? </li> <li>To ensure that everyone has the opportunity to comment on what the others
have said in an enjoyable, organized and objective way?</li></ul>You don't? Then be sure not
to miss the Post-it® method!

Preparing an effective meeting is about placing the people involved in a situation where they 30
can work together towards the goals defined by the group. The CPA method (Clarity-Pertinence-
Adherence) ensures you fulfil the three essential conditions for an effective meeting.

The first reason why meetings often go wrong is that they get off to a bad start, with ill-defined 30
objectives, an agenda that is either vague or non-existent, participants who lack motivation, etc.
It doesn't take much to send meetings like this off track, which is a waste of everyone's time.
This is why it is vital to know how to keep meetings under tight control from the word go.

Most managers spend more than half their professsional lives in meetings. Even so, many think 30
meetings are often a waste of time. How efficient a meeting is depends largely on the person
running it. This session shows you a method you can use to stop wasting your time, and other
people's time, in meetings.

How can you ensure that decisions made during meetings are really acted upon? Too many 30
meetings are wound up in a hurry, with intentions ill-defined and participants leaving the room
with no clear idea of what is expected of them. This session deals not only with how to conclude
a meeting effectively, but also proposes a self-evaluation method you can use to make meetings
into ongoing opportunities for improvement where colleagues can learn how to work together
efficiently.

We have all experienced boring meetings. How can we ensure we are not responsible for 2
holding a boring meeting ourselves? Discover with Patrick Lencioni why you need to hook your
audience at the very beginning of each meeting.

Meetings can be confusing because all too often too many subjects are brought to the table. 6
Patrick Lencioni suggests a method to divide meetings into different types in order to create
more clarity for the attendees and therefore get more things done.

-^^^-
Listen to the young leaders in your organisation because they'll often have a fresh way of 2
looking at and solving problems.
Companies are increasingly going to be faced with the mass departure of baby boomers and 5
potentially with the loss of their key knowledge too. Tammy Hughes shares her own experience
of what happened when she took over from her predecessor, Claire Raines, and reveals what
you can do to keep this knowledge within the organisation.

The workplace will see a mass departure of seniors in the coming years as they reach retirement 5
age, but unfortunately most companies are not prepared for this. Tammy Hughes stresses the
importance of getting ready to cope with this large-scale change and shares some tips on how
best to do so.

Jeanne Meister shares a survey that her company, Future Workplace, has conducted on the 4
most surprising questions asked by millennials, in order to explain why the older generations
should not disqualify them but rather should be more attentive to their needs and expectations.
Every generation has its own approach to work, which can make it hard for generations to work 5
together and can cause a great deal of frustration for everyone. Tammy Hughes explains why it
doesn’t have to be that way and how colleagues of different generations can learn to work
together and to tap into each other’s strengths.

The Titanium rule is a powerful concept that is aimed at helping the different generations to 3
work together and communicate effectively. Tammy Hughes reveals how it works.

Each generation has its own preferred way of working, which can often be a source of inter- 5
generational tension, in particular between Gen Xers and millennials. Tammy Hughes gives
some helpful advice on how we can celebrate difference rather than banish it.

-***-
-^^^-
Amit S. Mukherjee tells us about a management best practice from Hewlett-Packard. 4
Charles Handy explains that there are different kinds of intelligence and why it is important not 4
to always value the same type.
Using the story of General Electric, who abandoned the traditional performance appraisal, Ed 6
Lawler underlines the necessary changes that the performance appraisal needs to undergo in
order to adapt to the modern world.

Ed Lawler advises you on how best to prepare for your performance appraisal, from the 4
information you should gather beforehand to the mindset you should adopt.
A good manager, says Isaac Getz, is someone who praises their team's successful initiatives and 2
helps those who make mistakes to learn valuable lessons.
In this videocast aimed at customer service providers, Marie Miyashiro reveals why it’s 4
important to listen to customers and acknowledge their feelings and needs before trying to find
a solution to their problems. Find out how best to do this and what phrases to use to address
the customer’s feelings and needs.

Feedback is vital to the successful performance of an individual or organisation. Nevertheless, 5

ensuring that feedback is constructive and useful can be a difficult art. Marie Miyashiro gives
some key tips on how to ensure that the feedback you give is always effective.

Rahaf Harfoush examines the potential for data to improve company responsiveness and agility, 3
citing the example of Sprint, an American telecom provider.
-^^^-
Work design has a very significant impact on employee performance. Job content, working 20
methods, relationships among coworkers and goal-setting are all motivating factors on which
companies can build to ensure success. This training module helps you understand how work
design affects motivation and performance, and shows you proven techniques to optimize how
the company operates.

The interests of employees and those of the company are linked. Neither can succeed at the 20
expense of the other. This training module helps you understand this reality while revealing
how to create a virtuous spiral that allows everyone to work at the top of their game.

The path to agility for an organisation is not easy; there are a lot of psychological obstacles. 5
That's why an organisation needs champions for promoting agility and showing the way. This
shows the roles of those who are called “agitators for agility” and how they can respond to the
main objections they will face.
Constant and rapid change is the new reality with which organisations must cope. Today’s 20
success breeds tomorrow’s problems and all kinds of environmental changes challenge
organisations to adapt. Agility is the solution. Discover what this is, its foundations and
principles, and the routines that you should put in place to make it happen.

For many, a “sustainability” strategy implies that green or socially responsible outcomes are 20
somehow distinct from economic outcomes. Sustainable organisations reject this, and instead
view people, planetary and profit outcomes in an integrated way that recognises the
interdependencies among them. This module explains how to measure sustainable
effectiveness with the triple bottom line approach, as well as the main obstacles to this and how
to overcome them.

In a quickly changing world, organisations must do 2 things: they need to understand and follow 20
the ways of operating that they have long used, are comfortable with and that have proven to
be successful; and they need to be able to react to their environments and unexpected
circumstances in the most effective ways. This module reveals how leaders can make their
organisations more agile when strategising.

Good corporate governance is a key success factor in organisations, especially in organisations 20

that aim to be sustainably effective. To fully accomplish their missions, boards should be very
clear about what their roles are, be composed of the right people, and carefully follow certain
processes and rules internally at the board level, throughout the company and with outside
stakeholders. This module gives you the keys to understand how boards should work.

Most people think of organisational design as an org chart with lines of reporting, but it is much 20
more than that. Traditionally structured, functional organisations are no match for today’s fast-
paced changes. This module explores new flexible and agile structures that can help companies
to remain competitive and adaptive in today’s environment. It also shows how organisations
should align their processes to support flexible structures.

Organisations must now accept that change is itself a constant. They need to adapt to this new 20
reality by making their work systems more agile. This module reveals systems that improve the
rapidity and the quality of decisions by taking in information from all stakeholders and involving
these stakeholders in the decision process itself.

In an era when the environment is changing faster and faster, organisations need to be able to 20
orchestrate a variety of changes by building a change capability. This means being able to
change continuously and proactively. Here you will discover the best way to achieve this.

Bring out the best in your team by being positive, challenging them and encouraging them and 2
you will get better results than if you demoralize them through constant criticism.

The global pace of change is getting faster and it's becoming more important than ever to 3
understand and adapt to different cultures, to integrate and to learn how to solve problems
together.

However big your organisation or your job, at the end of the day success comes down to 2
working as a team to provide great service to your customers.
Don’t be afraid to set tough goals for yourself and your team: if you push people harder they 3
will achieve more.
Through the story of Wells Fargo, Amy Edmondson analyses the mechanisms at play when 3
failures occur in a company, even though all the necessary elements were in place to prevent
that failure from happening. She explains how to ensure that key information and knowledge is
shared and understood for the benefit of the company and its employees.

Charles Handy uses the example of the rowing boat to explain the ingredients for a successful 4
team.
Charles Handy presents his concept of the “shamrock organisation” in which professional core 4
workers, freelance workers and temporary routine workers each form one leaf of the shamrock.

Employee collaboration is a winning advantage as it can differentiate a company from its 4

competitors. That is why a lot of companies are taking staff collaboration levels into
consideration during their performance reviews. Erica Dhawan explains what you can do to be
more collaborative.

Using the examples of baseball and American football teams, Ed Lawler highlights the 4
importance of treating people right if you want to bring your company into a virtuous spiral.

Engagement surveys often miss the point because they don’t measure the right indicators. Ed 4
Lawler reveals what key indicators you should be looking at instead.
Exploring the example of Whole Foods, Ed Lawler explains the benefits of making pay 5
transparent within organisations and how to introduce this kind of change to the company’s
culture.

"That's how we do it here"...The story of the monkeys and the banana shows how a toxic 4
corporate culture can have long-term effects on employees' initiative.
For Isaac Getz, behind every top team there is an excellent support fuction. 4
To create a sense of connection in a remote team, schedule informal, unstructured time: 4
moments where you do not discuss work, but get together informally to learn about each other
as humans.

In a remote team there is a risk of a decrease in morale, because team members do not often 4
see each other in face-to-face settings. Saying thank you is the perfect remedy. Lisette brings
practical tips to the table about how to show appreciation in such contexts.

Many remote teams fail to communicate clearly. Learning how to build explicit, clear 4
communication – especially in a remote setting – is key. Lisette encourages us to design explicit
team agreements on how we work together.

Continuous feedback in remote teams can be particularly challenging. Lisette Sutherland 4

explains the Merit Money system and how this enables a remote team to share 360-degree
feedback on an ongoing basis.

A key factor contributing to the success of remote working is making work observable. With a 3
technique called “Working Out Loud” you can share quick status updates, which makes your
team more results-oriented.

In many cases, teams struggle to adopt common tools which can hinder sharing, communication 3
and collaboration. This is especially true in geographically dispersed teams. Lisette sheds light
on how you can proceed to get everyone on board and get your team to adopt and use
common tools.
Jeremy Myerson identifies a key space often missing in the workplace: one for rest and 5
reflection. Offering people in the workplace an oasis from work, these contemplation spaces
could help your organisation better compete in today’s fast-paced knowledge economies.

Jeremy Myerson stresses the importance of having a dedicated space for concentrating on the 4
task at hand. He provides key elements to allow employees to sit down, keep distraction at bay
and simply get the job done.

Jeremy Myerson elaborates on the importance of dedicated spaces for collaboration in today’s 3
innovative and competitive world, sharing key success factors behind organising such a space.

Jeremy Myerson discusses the potential for company cuisine to encourage organisational 3
dynamics and teamwork in the workplace. How can optimising the food and drink offer boost
productivity?

Jeremy Myerson explains the importance of linking an office to the immediate local community, 3
a message enriched with simple and practical ways on how global can go local.

Jeremy Myerson discusses a multi-generational challenge at the workplace: how to create a 3

workplace that includes and speaks to all generations so specific skills do not leave the
organisation.

Besides physical and functional support, Jeremy Myerson explains the necessity of psychological 4
comfort in the workplace. Concrete ways to enhance psychological well-being are provided
which, Jeremy argues, results in a more productive office.

Jeremy Myerson stresses the limitation of having an old-fashioned IT policy for a younger 3
generation. A “Bring Your Own Device” policy could actually boost your organisation’s
productivity.

Jeremy Myerson explains that an office design needs to fit the people and their needs and not 3
just meet contemporary aesthetic standards. Empathetic design makes for more effective
people, which in turn makes for more effective organisations.

How can your organisation thrive in a world that is changing as fast today’s? In this videocast, 4
Jacob Morgan explains that if your organisation thinks of itself like a factory and not like a
laboratory then it will die. Jacob gives you four strategies to rethink how managers lead, how
employees work, and how organisations are structured.

Patrick Lencioni reveals how healthy teams look and act. Paradoxically, people in these teams 2
argue more and, from an outsider’s point of view, such teams may look much less comfortable
with each other. But, as you will see, there are a lot of virtues to being like this.

Patrick Lencioni details the 5 dysfunctions of a team and explains how resolving them is key to 3
building a team that is more cohesive.
Patrick Lencioni reveals that one of the major dysfunctions of a team is that colleagues are 3
reluctant to hold one another accountable. He explains why it’s healthy when colleagues can do
this and why the leader should set the example.

Patrick Lencioni explains that one of the key factors that lead a team to success is the trust that 1
is created when every team member is honest about their weaknesses and failures. Discover
the virtues of creating a culture where people are open about their vulnerability.
Patrick Lencioni strongly believes that a team works better when its members are honest about 1
their vulnerabilities. But you may wonder if there should be a limit to this and if it can go too
far. Here is Patrick Lencioni’s answer.

Conflicts can sometimes have a destructive effect on a team. Is that a reason to avoid them 2
altogether or to soften your approach? Patrick Lencioni explains why you should not be afraid to
step over the line.

Not everyone is comfortable with conflict, especially if they come from a conflict-averse culture. 2
Nevertheless, dealing well with conflict is key to the good performance of a team. Patrick
Lencioni gives some tips on how to encourage these people to engage in conflict despite their
reluctance.

Patrick Lencioni is convinced that conflict is healthy for a team. Nevertheless, not everybody 2
sees things the same way, as each of us is influenced by our own history and culture. Here are
Patrick Lencioni’s recommendations on how we can reconcile the different approaches to
conflict.

Exploring the example of a Google initiative called Project Oxygen, Rahaf Harfoush proves that 3
big data is so much more than just performance metrics and sales stats: it can help you
understand your company’s culture and values.

Rahaf Harfoush shares some day-to-day data experiments, demonstrating both big data’s 4
simplicity and its cost-friendly benefits. Rahaf underlines that with big data the most important
thing is making the first step.

Rahaf Harfoush reveals why you should not be afraid of big data. How can you address your 3
own fears and concerns as well as those of your employees?
-^^^-
Employee motivation is crucial from both a managerial and HR point of view as it helps 20
determine whether a company will succeed. What are the different tools you can use to ensure
the necessary motivation? What is the relationship between satisfaction, motivation and
performance? This training module will help you find out.

Encourage people to play to their strengths and your business will benefit. 2

It is not unusual even today to hear very different opinions on the role and importance of 20
motivation. Some managers feel that it is impossible to take account of each employee’s
priorities while others regard motivation as the driving force of individual performance.
<br>This Session will clarify the challenges linked to this idea. What are the effects of motivation
(or the lack of it) on your team? How can you take account of each individual’s aspirations in
your management?

Diversity of responsibilities and tasks, multiple reporting lines, the need to adapt to constantly 20
changing jobs and so on: the 21st-century work environment demands great dynamism and a
high level of responsiveness from every employee. Motivating employees is precisely what gives
them the energy they need to give the best of themselves.<br>Managers may feel at a loss
when confronted with this responsibility: how do they maintain motivation? Do good practices
in this area exist? How can they be implemented?
The results achieved by your team are strictly dependent on the motivation of each of its 20
members. Your role, therefore, is to bring together the conditions required for this motivation,
which means taking account of individual needs. This is possible only if you know each of your
team members well and have identified both their talents and their aspirations. <br>A guide to
profile types can help you with this: the objective of this Session is to introduce you to this tool
and show you how it can help you communicate in the most motivating way.

Patrick Lencioni explains the differences between what he calls performance accountability and 1
behavioural accountability. Discover why leaders should have the courage to be honest with
their colleagues about behaviour that can lead to performance problems.

Help your people to transform their job completely by placing them in the right situation, such 3
as the 'Happy Greeter' example shown in this video. As a manager, you need to find the
strengths of all the people concerned and to identify how they can use those strengths for their
mission.

-^^^-
Talk to the person who runs the organisation and to the people you will be working with, and 2
get the basics right before you start.
Don't be afraid to ask questions, you'll always discover useful things and no one gets angry 1
when you do.
What does critical thinking mean in a professional context? How do you bring these skills to 5
bear in the workplace? Having a spark of inspiration and a winning manner is not enough. These
Quick Wins examine how to approach your job as a critical thinker.

When seemingly unsolvable problems come up, do you know how to tease them apart to find 5
the right approach and then work towards a solution? This looks at how to start out your
thinking calmly, rationally and armed with all the right facts.

In real life, things don’t come in black and white. You have to make decisions based on 5
incomplete information and foggy understanding. So how is a rational thinker supposed to deal
with such vagaries? This looks at the traps that can undermine your thinking from the very
beginning, and examines how to accept a world of partial-knowns when making decisions.

Everyone has feedback to give: some negative, some positive; some smart, some much less so. 5
What can you do with all of this? How can you encourage and harness feedback to make your
ideas better and more persuasive? This Quick Win will give you the tools to make use of
different feedback.

It is frustrating to troubleshoot complex problems with many actors and moving parts. This 5
Quick Win takes a look at how to approach such problems and find ways that will lead to
solutions.

When information is coming at you from all directions, how can you stay focused and 3
productive? Martha Gabriel begins by explaining the pitfalls of what most people normally do
and then serves up creative alternatives that will help you overcome the information overload
and maintain productivity.

If you have a tendency to accumulate clutter on your desk, in particular paper clutter, this 5
videocast is for you! Maura Thomas analyses the reasons why we accumulate clutter and gives
tips on how to get rid of it.

It may seem bizarre, but one of the biggest impediments to learning is success. The USS Lincoln 2
episode illustrates how you can be blinded by success.
It's easy to get sucked into spending money on expensive makeovers that will just change the 2
facade of something, but your money is better spent on the substance of the matter.

-^^^-
A little stress is stimulating. Too much stress can be debilitating and have serious consequences. 20
Unfortunately, stress is widespread in businesses. How is stress triggered? How can we defuse
it? And beyond managing stress, how can we improve our own well-being? Take a look in The
Team module entitled “Round the Clock”.

Andrew Kinder explains how managers can measure and contribute to the wellbeing of their 3
team.
Andrew Kinder reveals why it is important to foster cooperation in your team and how you can 3
do this.
-***-
-^^^-
With virtual and matrix organisations, people are part of several teams and often struggle to 1
know which one to prioritise. Should it be the team they manage, for example, or the leadership
team they belong to? Patrick Lencioni shares his wise advice on this tricky question.

-^^^-
The way an organisation carries out processes and manages projects corresponds to a certain 20
level of maturity. A progressive maturity level increases the quality of the project and helps you
better accomplish your business strategy. Terri Wagner shares with you the different maturity
levels and how to advance the maturity of your project.

Managing project managers is a key role within the company, providing guidance, instruction, 20
direction and leadership. Terri Wagner lets us understand the role of a manager of a team of
project managers. In addition, she outlines the changing role of the manager as team dynamics
evolve and how to set guidelines for the project.

Collaboration is one of the keys to success for any team, organisation or project. Digital 20
technologies provide individuals and organisations with exciting new ways of collaborating and
managing projects. For remote teams especially, it is essential to have the right collaboration
tools and skills. Terri Wagner shows us how technology has impacted project management and
shares best practices for any virtual project.

Soft skills refer to interpersonal skills linked to emotional intelligence. When managing projects, 20
developing a range of soft skills will help you build strong relationships with colleagues, increase
work performance and boost the efficiency of your project management. Terri Wagner shares 3
key soft skills for project managers and in particular how to develop the right attitude to solve
conflicts.

Nowadays, project management is often outsourced, meaning many project managers are 20
external to the organisation. Strengthening client relationships and going beyond one-time
projects are keys to success. Terri Wagner shows us how to get a better understanding of the
client and project and shares best practices to build strong client relationships.

Only 44% of projects following traditional project management methods typically finish on time. 5
How can this figure be improved? Terri Wagner gives you tips and tricks based on the theory of
constraints on how you should complete one task at a time in order to be more time-efficient
and simplify project control.
How can you better calculate your project estimates? Terri Wagner warns you about first 5
approximations and explains how using the “rough order estimate” will help you avoid common
mistakes when it comes to forecasting.

Skills in decision-making as well as tools to aid the decision-making process are essential for 4
project success. Yet many organisations do not have an efficient approach to decision- making
beyond the project selection stage. Terri Wagner gives you her insights into how to build
sustainable decision-making processes to ensure successful projects.

Do you know who the “peripheral stakeholders” are on your projects? They are precisely those 4
people who can make or break your future opportunities according to their own experience
with your work. Terri Wagner helps you understand the importance of taking care of such
stakeholders and making sure they are always kept in the loop.

Do you ever have trouble finishing your projects on time? In this videocast, Terri Wagner 4
explains how incentives can help with meeting deadlines and gives you her own insight into
how to build a win-win-win project with your stakeholders.

Do you clearly document your project exclusions? To prevent your clients from making incorrect 3
assumptions, Terri Wagner reminds you of the importance of being very clear not only about
what is included in your project but also about what is not.

The way you go about solving problems or running projects should take your statistics into 4
account. Terri Wagner uses a personal anecdote to explain how by eliminating 20% of the
causes of problems, you will also remove 80% of the problems themselves. This is an example of
the Pareto principle – a great process-improvement technique that will boost your
effectiveness.

Terri Wagner gives you the basics of how to manage projects effectively when in the midst of 5
chaos. When you find yourself in such situations, essential steps include actively engaging
executive sponsors then aligning the project to the organisation's strategy and commitments as
well as standardising project management practices used within the organisation.

Through an inspirational success story on project management, Terri Wagner reveals the 5
secrets for turning "impossible" projects into success stories. In these situations, your team's
creativity and ability to think outside the box will be key. In addition, it is important that
everyone involved can see at every stage how work is progressing and that incentives are
created along the way as the team moves forward.

A project management office (PMO) oversees all projects, checks whether they are aligned with 5
the strategic goals of the organisation and helps to formulate project standards. In this
videocast, Terri Wagner explains the advantages of creating a strong PMO, which will allow you
to centralise all projects and continuously check their added value to the organisation.

Instead of focusing on problems, Terri Wagner invites you to think about solutions by coming up 3
with your own creative ideas. With an entrepreneurial spirit and a lot of perseverance, you can
go a long way. You might be just the person to make the problem disappear!
The best projects are those that reflect an organisation's strategy. Terri Wagner explains why it 5
is so important to consistently ensure you select projects that are aligned with your company
strategy. Then, it is vital that this alignment be communicated to all stakeholders. By doing this,
you will not only ensure the efficiency of your project management but will also improve the
morale of everyone involved.

-***-
-^^^-
Don't let the boundaries of your job description hold you back – go far beyond what anyone 3
expects or believes you're authorised to do.
Don't be afraid to put yourself out there, and to feel confident in your presence and the impact 1
you have on others.
Be honest with your clients about what you want and need, you may be surprised at their 2
response and find yourself even more motivated and incentivised.
If you can step up to the big challenges that really push you, you will come out stronger at the 3
other end.
When you get a gut feeling that something is wrong, especially when it comes to people, you 2
should trust it - you're almost certainly right.
Challenges in life and work provide an opportunity to feel a great sense of achievement when 1
you overcome them.
You’ve got to find ways of getting yourself noticed and even if that marks you as pushy and 3
ambitious it will also gain you respect.
Be proactive in your job: challenge yourself and reach out for responsibility. 2

Make sure you develop your own authentic leadership brand, and crucially, make sure you are 1
consistent in your leadership style.
Why do some people come over as rock-steady and in control, while others shrink back and 30
allow themselves to be taken advantage of, unable to communicate their needs or to assert
what they're entitled to? How do self-confident people do it? Where does their strength come
from? This session is the first in a series designed to teach you the keys to self-confident
behaviour.

This module teaches you about initiating an interaction and defending your point of view: how 30
to express refusal, how to draw boundaries, and how to formulate requests.

Self-confidence is a key asset in tense psychological situations such as conflict between 20

colleagues or difficult relations with a client. This Session is the third in a series dealing with
assertiveness, and shows you the techniques involved in being yourself in tough situations.

Self-esteem is not innate. It is something which you can develop, and which will give you a 20
greater appreciation of what you do and who you are. In order to achieve this goal, you will
assess your own complexes and beliefs and learn how to conduct self-assessments. This is
precisely what Mai-Li will do in this new module by The Team, entitled "The war of the words".

Other people play an important role in building your self-esteem, through the content of their 20
discussions with you. This means that you need to be able to present your own case effectively,
be prepared to take on board the views of others, and defend yourself against unwarranted
attacks. Mai-Li will explore these issues in this new module by The Team, entitled "The e-mail".
Your reputation in the workplace is founded on much more that just your annual performance 20
appraisal. It also depends on your day-to-day behavior, your discussions with your co-workers
and even with people outside the company. This is what our heroine, Patricia, will discover in
this module by The Team entitled "The invisible girl".

Professional networks are playing an ever more important role in companies, alongside 20
traditional line management arrangements. In order to build your reputation in the workplace,
you need to be able to call upon the right people... at the right time. Join Patricia as she learns
about these aspects in this new module by The Team entitled "The star-struck fan".

How many times do we keep quiet about our ideas, not ask questions and fail to report errors 3
even though these things are all vital for the good functioning, growth and learning of our
team? Amy Edmondson reveals that this is rarely justifiable and why it’s important to break this
culture of silence.

Adam Grant explains that when negotiating, it can be useful to think not only about yourself but 4
about all the interests and the people you are representing.
Manfred Kets de Vries explains that a manager can't be liked by everyone. He must be able to 2
say difficult things... for the good of everyone.
Contrary to what a lot of people may think, empathy is not just about listening to others. It’s 4
also about listening to yourself and sharing with others what is important to you.

Empathy is not always about being nice and polite. It sometimes requires you to take risks in 4
order to share what matters to you and what will enable you to truly connect with the people
around you. Marie Miyashiro reveals how to calculate these risks and what their potential
benefits might be.

The performance review is an event that is dreaded by many employees and managers alike. 5
Marie Miyashiro explains how to approach it with the right mindset to get the most out of the
experience.

Dr Mario Puig advises us to try to step out of our comfort zone in order to enhance our abilities 3
and open our minds.
Dr Mario Puig advises us to think about how certainty can make us miss opportunities, create 3
unreal fears, and destroy our capacity for innovation.
Mario Puig gives us some tips on how to control the impact of our emotions when faced with a 3
stressful situation.
Mario Puig explains why it’s important to manage your emotions and not to bear them as a 3
burden, as they are very hard to hide.
Dr Mario Puig explains how the meaning you attach to events influences your vision, it’s better 3
not to interpret events so as to take control of your emotions.
Don't be overwhelmed by others' distress, warns Matthieu Ricard: be aware of how they are 2
feeling and take action to help them.
Matthieu Ricard shows you that being kind to others is by no means a weakness but rather a 3
strength, and that it can change things significantly.
Matthieu Ricard reminds us that it takes two to nurture a conflict. Firm but calm behaviour can 3
break the vicious circle of confrontation.
Matthieu Ricard invites you to be a trendsetter… and create an atmosphere of kindness and 2
cooperation at work.
Matthieu Ricard is clear about one thing: you'll feel great helping others if you really do it for 2
them and not for yourself. No altruism, no warm glow.
As long as you do the best you can, says Matthieu Ricard, you should have no regrets about 2
what you didn't manage to accomplish.
Don't get addicted to whatever is causing you suffering, warns Matthieu Ricard. Let it go! 2

Don't get obsessed by all the ways in which you're different from the people you work with, 3
advises Matthieu Ricard. Focus on their qualities and what you can build together.

For Matthieu Ricard, having no control over your work situation can lead to burn-out. That's 2
why you should leave room for your team members to express their creativity.
Managers can burn out. Very often, analyses Matthieu Ricard, this is because of a need to 3
control everything. Defining the vision and then asking your team to work by themselves might
be the solution.

For Matthieu Ricard, taking time to clear your mind and have positive thoughts about the 4
people in your workplace is a good way to be fully present at what you do and enjoy good
working relationships with the people around you.

Some people may be reluctant to show their vulnerability, for example by refusing to admit 3
their mistakes or limitations in front of their colleagues. This is an attitude that, according to
Patrick Lencioni, can be toxic for them and for their team as it stands in the way of trust. Let’s
try to understand the mechanism at play through an interesting story.

Would it surprise you to know that many of your colleagues doubt their own achievements? As 4
Warren Cass explains, the imposter syndrome sneaks into our thoughts and leads us to doubt
ourselves. In this videocast, he provides useful advice on how to appropriately confront the
feeling that you’re an imposter in your own life.

-^^^-
When starting a new role, do all you can to understand what is expected, focus on what you've 2
been asked to do and then make sure you exceed expectations.
E-mail plays a central role in any company, but excessive use of emails instead of other means 30
of communication can cause serious problems, both individually and at team level. Using email
properly involves understanding its fundamental characteristics: this session is designed to help.

A good memory is an asset in all aspects of life, particularly in the workplace. Improving your 20
memory can help you save time, think more effectively and talk in public without reading from
notes. This session shows you how memory works, and talks you through the main memory
enhancement techniques.

Developing your note-taking skills is one of the fastest and simplest ways of improving efficiency 20
at work: good note-taking means listening more effectively and being able to recall important
points more quickly and with less effort. You just need to master a few simple techniques.

Many people see the ability to multitask as an advantage in a world of constant demands. But is 5
that really the case? Maura Thomas reveals the results of her research on this "time-sensitive"
issue.

The flow is what characterises a lot of high performers. Using the example of Tiger Woods, 5
Maura Thomas explains what being in the flow means and how it contrasts with being
distracted.

Organising your tasks by category will boost your productivity significantly. Maura Thomas 5
reveals what her research has shown are the best categories.
There are many rules that you can follow to increase your productivity. Maura Thomas analyses 5
her 3 favourites: the 2-minute rule, the open-door policy and time blocking. She then details
how to make them work for you.

We have all experienced unproductive meetings. But Maura Thomas argues that it doesn’t have 5
to be this way. She shares her best tips to improve meetings.
Mario Puig makes us aware of the differences between the causes and the origins of stress so 3
that we can deal with them once and for all.
Mario Puig explains that although the right level of stress can motivate teams, too much stress 3
can have the opposite effect. He advises bringing down stress levels by opting for a well-
balanced work schedule.

Making time for something is no guarantee that you will experience it as you intended. This is 2
often due not to a lack of time but to a lack of attention. Many distractions can get in the way,
in particular technology and smartphones. Maura Thomas explains why managing your
attention is a key skill both at work and in your private life.

The way you control your attention and your experiences can have a huge impact on your life. 5
This is all the more important as technology is increasingly stealing your attention and putting
you in reactive mode. Maura Thomas delivers some tips on how to regain control of your
attention and therefore your life.

For many, getting organised and dealing with the number of tasks they have on their plates is a 3
constant struggle. This is because they are a victim of what Maura Thomas calls the lion
syndrome. She gives her tips on how this can be avoided.

Many people still prefer to write everything down on paper and think it helps them to be more 3
organised and efficient. Maura Thomas explains why this is actually counterproductive and
provides an insight into how technology can help increase productivity.

A lot of people don’t consider dealing with emails as work and as a consequence feel 4
overwhelmed by them. Maura Thomas reveals the importance of factoring them into your daily
schedule and provides some clues about how to treat them in the most efficient way.

We often conclude that some people are simply lucky while others get no breaks. In this 3
videocast, Warren Cass explains how we can all seize the opportunities around us. The first step
is establishing our goals.

-^^^-
When was the last time you felt angry – or some variation of angry, such as irritated, frustrated, 5
impatient, agitated or simply annoyed? Dealing with frustrations and anger happens,
unfortunately, more often than we want. Many deal with it in a way that divides rather than
connects.

Imagine you are confronted with an unhappy client. The person is furious and frustrated. If you 5
interpret the customer's tone, intent or message as blame, judgement or anger, it's likely that
you will become frustrated yourself. Marie Miyashiro shows a better, more structured way to
deal with this situation.

Giving feedback is very important, but it can sometimes be quite challenging. Some people 5
might feel attacked by your constructive feedback, although that was not your intention. Others
find it difficult to share positive feedback. In some situations you may feel very constrained
when you give feedback because you are unsure how to communicate your message.
We all have been in the situation of having a challenging conversation with someone we think 5
of as difficult. Marie Miyashiro does not believe that people are difficult; she thinks that they
simply stretch our skills. The difficulty is not in the other person but in how to manage the
conversation.

Understanding feelings, and the needs that underlie them, can give a huge boost to your 20
productivity. To do this, you need to be able to identify your feelings as they arise, recognise the
underlying needs that cause them and make requests of others that help you meet those needs.
This Session models the most effective path through these steps.

In order to work well in a team, we have to make sure our needs, as well as those of our 20
colleagues, are being met. The communication that enables this to happen takes the form of
requests, and so requests are vital to successful teamwork. But how do we make sure that our
requests are optimally effective? What can we do to avoid triggering that all-too-human reflex
of refusal? This Session takes you through the ingredients for effective requests – those that
ensure that needs are met on all sides, so that teams take full advantage of their members’
talents.

There is great power and competitive advantage in being able to see something for what it truly 20
is, without obstacles and interference. What is the static that can block our ability to observe?
How can we separate out our feelings from the data? This Session takes a look at strategies for
achieving the ability to make pure observations, without judgement getting in the way.

We frequently have to make decisions with limited information, and when this is the case, the 20
rational brain isn't enough. This Session shows how to deal with the whirlwind of facts,
emotions and needs that we are faced with when we need to make a difficult decision, as well
as how to use self-empathy to make better decisions.

If your team doesn't share a common sense of what your organisation is, things can quickly fall 20
apart. Getting everyone organised around a common sense of identity and purpose is
fundamental to teamwork. This Session looks at how to define an organisation's “source
needs”, which provide an idea of why the team exists and what it intends to do for the world.

Once everyone on your team has a solid shared sense of who you are, it’s time to take a look at 20
how you can move forward as a group: the roles and responsibilities of the people involved, the
various types of fuel that drive the organisation and how you express yourselves uniquely as an
organisation in the world. These are known as “leveraging needs”, and your organisation needs
to understand and define them.

Often groups make decisions in ways that are less than ideal. Majority-rule decisions by 20
definition leave up to 49% of the group unsatisfied, and these people may then become
disengaged, damaging productivity. On the other hand, groups that stress consensus over ever
reaching a decision can fail to make progress. This Session, in contrast, is a presentation of
needs-based decision-making and the Gradients of Agreement Tool, which can help groups
reach decisions in a couple of hours or even just a few minutes while fostering group
connection.

Meetings are a powerful way to create connections and get things done in the workplace. What 20
separates the meetings that fulfil individual and organisational needs from those that don’t?
How can we boost morale, create cohesion and give everyone the satisfaction of making
progress? Here we’ll look at strategies to keep group connection alive and produce meetings
that matter.
While we all have an inborn ability to feel empathy, it is also a skill that can be improved on. The 20
OFNR process – Observations, Feelings, Needs and Requests – is a method in nonviolent
communication that is designed to do just that. In the workplace, OFNR can be used to help us
connect more effectively with others and thus accelerate teamwork. Observing situations and
understanding others’ feelings and needs is key to forming appropriate strategies for meeting
the needs of everyone involved.

Listening is a powerful and under-appreciated tool. Communication experts estimate that only 20
10% of our communication is in the words that are spoken, 30% is in how it is spoken and fully
60% is in body language. What this means is that even if you hear every single word out of
someone’s mouth, you’re probably missing a lot. Here we’ll look at what we can do to increase
our capacity to listen. We’ll also discover how our listening skills can increase our empathic
connections to others.

All too often, efforts to improve communication focus on sparkly presentation and ignore the 20
fact that the basis of communication is simply connecting with another person. This is where
empathy can help. In any job or activity that involves working with others, you can harness the
power of empathy to craft your messages more effectively. Empathy-based strategies can be
employed to check whether your message is truly being received as you intended it, and to
design your messages in such a way that they correspond to both your needs and the needs of
the other person.

There are 3 basic ways to describe relationships within any group, from a company to a family 20
to a sports team: independent, co-dependent or interdependent. What do these relationships
mean, and how can people best function together in a way that allows them to complement
each other's behaviours? How can laying the groundwork help a team to really get ahead? What
is the difference between going fast and going far? This Session takes a look at how groups can
go furthest with interdependence.

Adam Grant suggests that you should list the situations to which you have an emotional 4
reaction and prepare in advance more appropriate rational responses.
Charles Handy shares how he has learned to cope with stress. 2
Like the protagonist in Isaac Getz's story, be aware that there is no such thing as objective 4
reality but only subjective perceptions.
Don't get carried away, warns Manfred Kets de Vries. Maintain self-awareness to avoid 2
disasters.
Sometimes people we work with recall for us other people from our past. Manfred Kets de Vries 2
warns us that when this happens, we may be tempted to get our own back on the wrong
person.

Making a commitment in front of someone else is a powerful way of making a personal change, 2
says Manfred Kets de Vries, and for lots of different reasons.
Manfred Kets de Vries uses a particularly dramatic example to show the positive effects of 2
emotional honesty.
We usually try to ignore unpleasant emotions and feelings. But there is a virtue to listening to 5
them as, by revealing some life-changing facts about us, they can actually be an amazing gift.
Empathy is something you can practise anywhere and with anyone. By doing so regularly you 5
will become better at it and you may well undergo a life-changing experience. Through the story
of a war veteran she met on a plane, Marie Miyashiro reveals just how powerful the practice of
empathy can be.

Empathy is a difficult skill. Don’t try to be perfect. The most important thing is doing your best 5
and making progress.
Dr. Mario Puig tells us that smiling has positive effects on our brain and our body. 3
Dr. Mario Puig explains you have three things you can work on to change your state of mind : 3
your posture, the words you use, and how you pay attention.
Dr Mario Puig tells us how important it is to communicate our emotions before they start to 3
destroy us.
We all experience difficulties with some of our colleagues and tend to make hasty judgments on 2
why we have problems with them. Patrick Lencioni explains why it’s important to make the
effort and spend time trying to understand their personalities if you want to interact better with
them.

Tal Ben-Shahar explains his theory of the 4 hamburgers and talks about the best way to achieve 3
happiness.
Through the story of Elliot, whose brain was damaged by a tumour, Tal Ben-Shahar tells us why 3
emotions are important and how they can be useful at work.
Tal Ben-Shahar explains why it is important to accept your emotions to make the most effective 3
decisions.
Find out why happiness is not only about pleasurable emotions, and why it's important not to 4
reject painful emotions.
Tal Ben-Shahar shares valuable advice about anxiety. 2
Tal Ben-Shahar explores the secrets of happy couples, and gives you some tips on how to 3
establish successful relationships with your partner, your colleagues, your friends and your
children.

When you're put in a stressful position at work and facing deadlines, find a way to manage that 2
stress and to focus on the immediate job you have to do.
It's very difficult to be completely honest with yourself, but you should seek to do so, and find 2
colleagues who will challenge you.
Learn what makes people tick and what motivates them, and you will be able to handle even 2
difficult individuals.
When someone on your team falls in love with a project and pushes hard for it to go ahead, you 2
as a leader need to remain detached and make a sensible business decision.

-^^^-
Be curious and always learning. Keep looking for new sources of knowledge and new experience 2
that will help you grow.
Your first serious job, no matter at what age you do it, will teach you valuable life lessons that 2
will stay with you.
You can take lessons from all your bosses, and ensure you have a good balance between being a 3
visionary and making sure the process is right.
If you think someone else’s recipe for doing something is better than yours, don’t be afraid to 2
try their approach as it might work better for you.
Even if you don’t think feedback you have received is fair, you have to understand what it is 2
telling you and you must act on it.
Extensive research in the field of team performance has found a Shared Mental Model to be 5
one of the keys to success. Some teams are able to coordinate what they do without overt
communication, simply because their members share the same perceptions of situations or
tasks. Amber Dailey shows you how a Shared Mental Model can boost your team performance.

Most organisations understand that learning generates a competitive advantage, and for many 5
employees learning, or the lack of it, is a reason to stay or leave. Amber Dailey highlights the
manager's valuable role in facilitating learning inside an organisation.

The world is changing rapidly and you need to adapt to a dynamic workplace. “There is no 5
future in any job, but the future lies in the person who holds that job.” Amber Dailey shows you
how to acquire a competitive skillset in today’s changing world.

Development doesn’t stop when you graduate, or when you earn a certificate for a training 5
course at work. If you really want to boost your professional development you have to go
further. Amber Dailey stresses the importance of feedback for boosting professional
development and explains how you can use feedback effectively in your daily working life.

Digital learning tools are emerging all the time to help you learn continuously at your own pace. 5
They contain huge amounts of information, which can be pretty overwhelming. Amber Dailey
gives you some practical tips to make sure you seize the opportunities offered by digital
learning.

There is no such thing as job security any more. In this videocast, Amber Dailey highlights the 3
importance of constantly seeking new ways to move beyond your comfort zone in order to
learn new skills and competencies in a way that sets you apart from others.

Continuous learning creates the capacity for more agility. In this videocast, Amber Dailey 4
explains that learning is the true competitive advantage to stay strong in highly disruptive times.

When you think of learning, you typically imagine traditional classroom-based formal learning 5
or formalised training. In this videocast, Amber Dailey argues that one of the best strategies to
boost your own learning is to recognise that learning opportunities exist all around you,
particularly through informal and social networks.

Regardless of rank or position, there is a cost to remaining silent or failing to listen to your team 3
members. Creating an environment in which people don't feel safe to question authority also
comes at a price. Amber Dailey explains the reasons why we need to start creating teams that
enjoy constructive conflict.

In today’s highly disruptive times, organisations need to be agile, innovative and adaptable. The 3
key to success in this is becoming a learning organisation. Amber Dailey gives you a few keys
and tips on how to become one.

Some people just excel at everything they do and seem to have an amazing capacity for 4
continuous learning. How do they do that? How do they develop that expertise? Amber Dailey
gives you a few tips and tricks for improving your own continuous learning.

Innovation. It is one of the most requested capacities of people and organisations. But how do 3
you get it? How can you boost it with learning? Amber Dailey explains that in order to innovate,
you need to take risks and understand that failure is part of the learning process.
The biggest pitfall to overcome in professional development is turning on automatic pilot and 4
staying in your comfort zone. Amber Dailey gives you a few keys to avoid this risk and reveals
tips for meaningful professional development.

Why are some teams better than others? Amber Dailey gives her insights on why learning can 3
be a solution to ensure strong team performance.
Did you know that your expertise could create a disconnect between you and novices in your 3
organisation? Amber Dailey gives you some strategies to help you overcome the “burden of
expertise”.

Digital learning brings a lot of opportunities but also potential challenges. Amber Dailey gives 3
you tips to make sure digital learning truly boosts the performance of your learning workforce.

Robert F. Kennedy once said: "Only those who dare to fail greatly can ever achieve greatly", a 4
quote from. Making mistakes is indispensable for learning. But how can you make sure you
grasp the full potential of learning from failures?

Andrew Kinder emphasises that we need to change our relationship with information and 3
knowledge. It is important that we don’t own the information but that we share it and know
how to find it.

Charles Handy talks about the best way to learn and the importance of experience and careful 4
thought in that process.
Charles Handy describes his own career, looking back at what he has learnt and the impact of 2
learning on his life.
Do you think you know it all? A fatal mistake, says Isaac Getz, who uses the example of an 3
American CEO who realises that he only knows one thing: that he knows nothing!

Javier Aguado explains, by events that Julius Caesar had to overcome to succeed, that it is 3
important to keep your curiosity aroused.

Jeanne Meister explains why you should be responsible for your own development and gives 3
you some tips on how to use new technologies to achieve success.
Jeanne Meister describes what she calls a revolution in learning and gives advice on how we 3
should approach these changes.
No one is perfect, Manfred Kets de Vries reminds us. Mistakes are part of life and can be 2
instructive.
Be distrustful of silence and people always agreeing with you, says Manfred Kets de Vries. No 2
criticism is not always a good sign...
Using a famous anecdote about an incident at IBM, Tal Ben-Shahar explains why companies 3
should not always think of failure as a bad thing.
Discussing our failure is not likely to be the first thing we’d choose to do with those around us. 3
Yet Warren Cass points out that the lessons we learn from failure make a significant mark on us
and are therefore well worth remembering… and sharing! When we embrace our failures, we
equip ourselves with the skills we need to become more resilient.

-^^^-
Reinventing yourself while staying at the same company is quite a challenge, but with a little 5
discipline you can succeed. Find out how with Dorie Clark.
Failure teaches you humility, and it can be a great asset, because if you learn from it you will be 2
a stronger person.
Don't let early challenges hold you back or stop you from having the confidence to succeed on 2
your own terms.
Women have to fulfil a lot of different and demanding roles and they should acknowledge that 2
it is tough managing them all, but they shouldn’t feel guilty about the choices they make.

If you're not happy in a role, you don't have to stay in that job just because you're good at it. 2
Your skills are portable so find something that also makes you happy.
If you're in the corporate world but thinking of striking out on your own, when the time feels 2
right, it probably is, so be bold.
Set goals for yourself because even if you don’t reach them you will achieve other things. 2

If you find yourself in a minority, embrace your situation, because it is often what is most 1
different about you that people will find most compelling about you.
Set out your goals and always work towards them while at the same time building your external 2
network and your personal brand.
Seek out a career that excites you because then you'll have no problem being motivated every 1
day.
When you start a new role, don't immediately be overly-critical of what's gone before you, just 1
make a note of your observations, and if necessary start to roll out the changes once you've
become more familiar with your role.

In order to perform to the best of your abilities, you need to believe in the product that you are 2
selling or the company that you are working for.
If you are thinking about a career change and want to be more independent, this videocast is 4
for you! Discover what Charles Handy calls a "portfolio worker", an individual who has a number
of jobs, clients and types of work all at the same time.

Charles Handy shares some advice on how you should prepare for retirement. 1
Our past experiences determine our career moves and we often think that we are limited by our 4
résumé. But it doesn’t have to be that way. Dorie Clark explains how you can explore
completely new and more exciting job opportunities.

To have a successful and fulfilling career, you need to be proactive and creative, and not just 3
grab the first opportunities that are handed to you. This, of course, may be easier said than
done. Dorie Clark gives you some tips on how best to get into a creative mindset.

Figuring out the job that is right for you is not an easy task. It’s a process that requires time and 3
discipline. Dorie Clark shares her advice on how to meet this challenge successfully.

Mentors can be a great help for your job and career. That’s assuming you find the right one and 4
that you spend enough time with them and manage your relationship with them efficiently.
Learn with Dorie Clark the tricks to make the most of this potentially life-changing experience.

When you are thinking about reinventing yourself, it can be very interesting to know how 4
people perceive you and what potential changes they can imagine for you. But how can you find
these things out? In this videocast, Dorie Clark shares a useful method to get an insight into
your personal brand.

When you are in the midst of your professional reinvention, it’s important to be able to explain 4
and sell your story in a convincing way to potential managers or recruiters. Dorie Clark can
support you in this difficult task.
In an increasingly competitive professional world, it is important to make yourself visible to 3
senior leaders so that they think about you when new job opportunities arise. Discover with
Dorie Clark how to make sure that they bear you in mind for the opportunities that are key to
your career.

Setting off down a new professional path is difficult, as your competitors usually have more 3
experience than you. This doesn’t mean that it’s impossible, but you need to be creative in the
way you present yourself and approach recruiters. Find out how thanks to Dorie Clark’s advice.

Volunteering for a charity or an association is a great way to practise skills that can be key to 3
furthering your career. Dorie Clark highlights the importance of not overlooking these
opportunities to receive training while helping others at the same time.

A professional reinvention often requires you to step back in order be able to move forward. 3
This comes with sacrifices and can be a rather daunting prospect, but the medium- and long-
term benefits are often worth it. Dorie Clark illustrates these benefits with the story of a woman
who accepted a huge temporary pay cut to acquire the skills she needed to land her dream job.

Often in the professional world, there's a push towards homogeneity which leads us to see our 3
differences as a negative thing and try to hide them. Through the story of Jennifer Grey, the
lead actress in the movie Dirty Dancing, Dorie Clark illustrates why we should assert and own
our differences in order to make them an asset rather than a liability.

Companies are no longer responsible for their employees’ professional development. Ed Lawler 3
highlights why it’s important that you, as an employee, take charge of your own professional
development and career.

Branding yourself as accountable can open many doors for you in your career. Jason Womack 5
shares some advice on how to develop your brand image in this area.
Monika Hamori explains that a diversified career path will, in the long run, open the door to 3
positions of greater responsibility in the workplace.
Monika Hamori asks you to anticipate the risks as well as the opportunities involved in 3
accepting a promotion.
Monika Hamori asks you to identify the expertise and experience you have acquired that can 3
help you make a successful career change.
If you are thinking about a career change, do it step by step, advises Monika Hamori. 3
Monika Hamori explains how best to manage your career path in order to build a successful 3
career.
Monika Hamori demonstrates that lateral mobility can be the path to success ... subject to 4
certain conditions.
Manfred Kets de Vries encourages you to ask for 360° feedback so that you can become more 2
self-aware and can develop.
Manfred Kets de Vries shares with you the values which can help you to go places in your 2
career.
As a leader, one of your responsibilities is to be aware of the personal struggles that some of 3
your people may be experiencing and to try to help them in those situations. Discover with
Vince Molinaro what you need to do to fulfil this part of your role.

-^^^-
It is the outcome not the process which is important, so hard work does not necessarily result in 3
good work, and working long hours is often counterproductive.
Has your schedule ever been turned upside down by a task that has to to be done "right away"? 20
Have you ever had to deal with a boss, a colleague or a customer who wants you to drop what
you're doing for something "really urgent''? Have you ever thought how great it would be to be
able to cope with this kind of situation and manage your time more efficiently? If so, this session
is for you.

Your time is your life! Most of all, managing your time is about looking at what really matters to 20
you, your priorities and your life goals, both from a personal and professional point of view. This
session helps you make this kind of self-diagnosis and to start laying the foundations for
effective time management.

Did you know that things always take longer than expected? That beyond a certain number of 20
hours, efficiency decreases? That working continuously is much more productive than working
discontinuously? This session shows you what the main time-wasting factors are, and gives you
practical ways in which you can gain time.

There are plenty of time management tools available. They can help you gain time - provided 30
you know how to use them and how to implement planning and time management solutions.
This session shows you how.

Tal Ben-Shahar uses his own experience at Harvard to explain how he managed to be more 4
successful and happier by applying the Pareto principle to his time management.

Through the example of Derek Clayton, the world champion marathon runner, Tal Ben-Shahar 4
shows why it is important to take time to recover, both in sport and at work.

Tal Ben-Shahar explains his famous lasagna principle. Find out the best way to balance your 3
different activities.
-^^^-
Show humility when you start a new role, and spend your time listening rather than doing. 2

When you start a new role be clear about who you are but also be prepared to adapt to the job. 2

Don’t wait for a new boss to come to you – seek them out and don’t miss an opportunity to 1
make a positive impression.
Building a solid network and knowing how to leverage it is essential for leadership success. 2

Networking is an art that it is crucial to master nowadays. Erica Dhawan delivers her 5 best tips 5
on how to engage in networking and become a talented networker.
In this Session, Erica Dhawan defines what she calls connectional intelligence, something she 5
considers a key asset in the 21st century. Through the story of a pumpkin farmer, she explains
what it is and describes the attributes that you need to acquire to develop that particular form
of intelligence.

Connecting is a key skill in today’s businesses. That is why you need to be able to assess your 5
level and find areas where you need to improve, or identify people that possess the skills you
are lacking who may help you. According to Erica Dhawan there are 3 different kind of
connectors, all essential for success.
“He's got a great network”; “he has a lot of influence in the company”; “he can get things 30
moving by just picking up the phone”... You must have heard similar comments about managers
with networks that help them extend their influence far beyond their immediate hierarchy. This
session will help you become one of those managers, able to get things moving by just picking
up the phone.

In order to develop your personal network, advises Adam Grant, think about giving rather than 3
receiving.
Many individuals and companies are obsessed with the number of connections they have. Still, 5
there is one thing that is more important than quantity and that is quality. This is because if you
don't have the latter, your connections might not be as useful as you think. Erica Dhawan
reveals her quality criteria and how to improve your own.

When looking to increase your credibility, the first step is to look at leaders around you. As 3
Warren Cass explains, it is in these relationships that we will find mentors ready to share their
experience. They can give us the advice we need to reach our goals and become the trusted
individuals we aim to be.

-^^^-
When we think strategically, questions often seem to crowd in all at once, and finding the 20
answers is all the more difficult because they are usually interdependent. How can you cover
everything without unnecessary repetition?<br />This Session offers a problem-solving method
adapted to strategic thinking: the issue tree. This method, used by many consultants, helps you
structure your thoughts and quickly establish a hierarchy of strategic issues and objectives. We
illustrate this with 2 concrete examples, making it easy and quick to learn.

Don't let yourself be stopped by being told no – believe in yourself and keep pushing forward, 2
and the chances are you will get a yes in the end.
If you trust your own instincts, keep challenging and find the people who can help you, it is 3
possible to succeed in tasks that are out of your comfort zone.
Intellectual challenges require more than just hard work to meet them, you need to bring 2
creative lateral thinking to them as well.
Overcoming a challenge is tough at the time but you will learn from the experience. 2

It's a way of gaining access to intelligence. It's the most complete creative thinking technique in 20
existence. It's a way of having fun using your brain. This is how people have described the tool
called mind maps. This Session shows you how to use this technique, which can help you
enhance your efficiency.

In today’s digital world leaders face an increased level of complexity. Complex situations made 4
up of a number of interacting factors can be hard to even visualise, let alone manage effectively.
Amit Mukherjee tells us how great leaders understand this complexity and have various tricks
up their sleeves for dealing with it.

A volatile, uncertain, complex and ambiguous world requires talented people who can grasp the 5
reality of a situation quickly and react accordingly. Amit Mukherjee explains what leaders can
do to prepare themselves for this kind of environment and how they can recruit the right talent
to ensure success.

The way organisations can tap into different networks both inside and outside the company can 3
help them to be much smarter and therefore achieve much more significant results. Through a
true story from Colgate, Erica Dhawan reveals 3 ways to solve complex problems more
efficiently.
There is just one viable method of solving problems, according to Isaac Getz: get out into the 3
field and see for yourself what's going on!
Javier Aguado explains, using the example of the battle of Messines, that failure is the key to 3
success and he encourages us to learn from our mistakes.

When you are stuck with a problem, Manfred Kets de Vries encourages you to let your thoughts 2
wander ... to find new ways of looking at things.
When challenges arise, facing them is the best way to overcome them. Don’t deny problems, it 3
will make them even worse until they paralyse you.
Dr Mario Puig explains how giving life meaning makes people stronger. 3
Dr Mario Puig explains how scary and risky it is to step out of our comfort zone, but says that it’s 3
worth it as it’s an opportunity to improve our lives.
-^^^-
Remote working is an increasingly common phenomenon in companies today. In this new 20
professional context, team members are confronted with the challenges they discover. They
therefore tend to focus on the constraints and risks generated by this way of working. However,
they should not neglect the opportunities created as they can be significant. It is important to
be aware of these risks and opportunities in order to be able to face the challenges of remote
working with the right attitude. Watch the module called "Absence makes the heart grow
fonder" and find out how the main characters in the Team manage.

Remote workers must make a number of adjustments to be successful. They need to modify 20
their perception of their commitments, co-workers, managers and information security rules.
It’s also important to organize themselves specifically around their new work environment.
“The Spy” module from The Team series shows how to achieve this twofold goal.

Working at home poses several new challenges, and it’s important to address them in order for 20
this solution to benefit not only the company, but remote employees as well. To be able to
successfully work from home, employees must set up and follow new rules—and stick to them.
It’s also important to know how to set up a dedicated space at home that will help fulfill this
new role. “The Home Office” module from The Team series invites you to discover how to
positively meet this challenge.

Andrew Kinder explains why remote working may mean you have more control over your work 3
and how to make this possible.
Andrew Kinder reveals why visual bonds are important in remote working contexts and the 3
ways to create them.
Andrew Kinder reveals the importance of creating trust when working remotely and gives 4
advice on how to develop it.
Andrew Kinder explains why everyone should tidy their desk on a daily basis and what impact 4
this good habit will have on you and those around you.
According to Andrew Kinder, switching from input to output is a change of mindset that every 3
individual and organisation should implement to increase their productivity and wellbeing.

Andrew Kinder stresses the importance of creating rituals of transition when you work at home 3
in order to set clear boundaries between your work and your private life and thus improve your
wellbeing and productivity.

Andrew Kinder explains why and how remote workers need to work on their visibility if they 4
want to avoid feeling isolated.
Andrew Kinder reminds you of the importance of respecting a few basic security rules, 4
especially when you are a mobile worker.
Andrew Kinder explains the benefits of desk-sharing in terms of networking and expanding your 4
knowledge of the company.
Andrew Kinder explains how to deal with colleagues who disrupt the productive atmosphere in 3
the office and how to make sure you are not a culprit yourself.
Trust can be seen as the glue that holds a remote team together. Lisette Sutherland shares a 3
personal story where a lack of trust turned out to be highly detrimental. Trust can be reinforced
through more reliability, consistency and responsiveness.

Have you ever encountered technical difficulties in online meetings and struggled to overcome 3
them? Lisette Sutherland gives practical tips to prevent your meetings from interruption due to
technical issues and boost your efficiency.

Remote workers are not always motivated when they work alone in remote settings. Lisette 3
Sutherland shares a personal story, where more accountability boosted her motivation. Lisette
then delivers key insights on how to use accountability on a regular basis to keep motivation
high.

Seamless remote working does not happen overnight. In this videocast, Lisette explains some 5
fundamental guidelines to keep in mind when going remote. By following these steps, any team
can learn to work remotely!

In the digital realm there is a high risk of what we call “virtual fatigue”. Using an example from 3
NASA, Lisette Sutherland gives us tips on how to stay focused and productive for longer periods
of time.

Lisette Sutherland is on a mission to make online presentations more entertaining and 4

engaging. Just because a presentation is given online doesn’t mean it has to be boring! In this
videocast, she gives you essential tips to get your remote audience hooked from the beginning
and keep them hooked until the end.

To make sure all members in a remote team feel included and involved, you have to switch to a 5
remote mindset. Lisette Sutherland gives you valuable tips to gradually change to that mindset
and make sure that nobody feels excluded.

-^^^-
Getting the work-life balance right is difficult, but if you work hard during your working day you 2
must be able to switch off at home.
Don't be afraid to take the risk of stepping off the career ladder – it's important to know when 2
it's the right time to refocus and rebalance your life.
When you start a new job, take some time to absorb the culture before you start doing things, 2
and when you do start doing things, make sure you under-promise and over-deliver.

Understand what your own personal work-life balance point is - it will be different for everyone 2
- and then make the changes necessary to achieve it.
If you love what you do and your work is driving your life forward don’t worry about what 2
society thinks your work-life balance should be.
Invest the time in making sure you spend time with family and friends and you have a life 3
outside of work.
Avivah Wittenberg-Cox shows how prejudice about parental leave dies hard, and why such 4
prejudice is completely inappropriate in today's business environment.
For Charles Handy, true happiness comes from doing your best at what you are best at for the 4
sake of others. Find out why, and how you can follow this philosophy.
Jeanne Meister highlights the importance of switching off to improve your efficiency as well as 2
your wellbeing.
As we move towards an even more connected world, the separation between connectivity and 6
availability is becoming increasingly difficult. For many people, taking breaks from technology is
a real challenge.<br>In this videocast, Jacob Morgan talks about four strategies that employees
and managers can use to help manage information overload at work.

Tal Ben-Shahar explains how to achieve a better work-life balance. 3

Tal Ben-Shahar reveals the importance of what he calls gratitude rituals to make you happy. 3

-***-
-^^^-
The rise of digital marketing has seen consumers adopting new behaviours that can have a 20
considerable impact on company activities. With new methods of receiving and processing
information, unprecedented purchasing behaviour and new ways of sharing and interacting,
today's consumers are a brand-new breed. This session will examine all these developments in
detail to help you reach out to your customers and better respond to their new expectations.

You can build a successful brand around customer service if you really care about people, and 2
provide a unique service that looks after them well.
Beware of taking a client for granted – always give them your best, no matter how longstanding 2
the relationship, or you may lose them.
The best salespeople create a natural rapport with prospective clients by being interested, 2
engaged and able to define what their clients need.
Having good personal chemistry with your clients creates better business, because you both 2
want to explore opportunities to work together.
It's important to train your sales teams properly, so they can give the customer good advice, 2
rather than pushing products on them.
Interact with your customers on a human level, ask them what they think and then take notice 2
of their input. As a result they will feel much more involved in what you're doing.

Selling is about listening to your client and making them trust that you understand their 2
business needs so that what they buy from you will work for them.
Always look for ways of doing things your client doesn’t expect, or go above and beyond what 3
has been asked of you, and you will build a stronger relationship.
Think of simple ways to delight a client, and if you make a mistake, seize that opportunity to 2
apologise and make things right as quickly as possible.
There's nothing more valuable than having staff who really care about the customers, and are 2
always thinking of ways to make their lives easier.
This shows how you can turn a problem or customer complaint into an opportunity to impress 5
and foster loyalty.
The keys for getting your customers to trust you are within reach! This looks at some of the best 5
practices that stores have discovered for inspiring the trust that gets customers to stick around
for years.

The guideline used at Ace Hardware and other stores of "one to say yes, two to say no" has 5
been found to empower employees and encourage them to think more creatively when solving
customer requests. Here are the advantages and how you can put this into practice.
You can't have credibility with your customers unless you can answer their questions and 5
provide product suggestions from a place of expertise. This looks at how you can become the
expert that your customers will trust.

When you surprise a customer with something extra, you create a memorable and unusual 5
experience, and this tends to make your customer want to come back to you. But believe it or
not, this is something you can plan for and make standard practice. This looks at how you can
do that, both in terms of waiting times and the little extras that make the difference.

Contrary to the popular saying, the customer may sometimes be in the wrong. But they are still 5
the customer, and deserve to be treated as such. This looks at how to best handle situations
where you believe the customer to be in the wrong.

It's not always best to make a sale! This shows how focusing on your customers' well-being is 5
more valuable in customer service than focusing on an immediate sale.
Dealing with an angry customer is nobody's favourite task. But if you go into the situation with a 5
sure set of strategies, you can often turn these situations around in your favour, and even wind
up winning yourself an impressed and loyal customer.

This looks at how you can give your employees the right amount of leeway as well as enough 5
guidance to deliver great customer service.
You can amaze customers and win their loyalty through how you treat them over the phone. 5
This looks at simple strategies for making every phone call an oustanding experience for your
customers.

Are you a key account manager? If so, both your customers and your company need more from 20
you than they would from a salesperson. Get a better understanding of this new role!

Your key accounts will not necessarily be your best or oldest customers. Applying a rigorous 20
selection process will help you avoid major disappointments!
Your company wants to manage its key accounts like a portfolio, with maximum returns and 20
minimum risks. To do this, you need to know what your key accounts think about your
company. This will help you to identify different asset categories among them.

Your company will not have the same level of relationship with all of its key accounts. 20
Everything depends on what each key account is looking for and the opportunities for growth.
As a key account manager, you need to know how committed you need to be and which
resources to dedicate to each account.

Developing your network of key account contacts is not limited to maintaining good personal 20
relationships with particular people. Your task is to help the business by implementing an
organised approach, which will help you develop relationships between your company and each
account.

As a key account manager, you are not just trying to sell products and services to your clients; 20
you are helping them to add maximum value for their own customers. This means you will need
to know them well.

Simply delivering "satisfactory" customer service doesn't get you anywhere in a competitive 20
retail environment. Here we learn about what kind of service separates good companies from
truly great companies: the attitudes that employees need to have, the consistency they need to
strive for and the metric by which "amazing" can be judged. We also discover some of the
benefits of delivering "amazing" service, in terms of loyalty, price-sensitivity and amounts spent
per store visit.
Every interaction that we have with a customer will lead to either a great, a mediocre or a sub- 20
par moment. Here we learn about these different types of moments, what they are like for the
customer and what we can do about them. Our goal is to be consistently delivering above-
average moments, the kind that surprise customers and inspire their loyalty.

If you start out on the right foot, it's much easier to deliver an amazing experience for your 20
customers. Here we discover the ways to step onto the customer service "stage" and set a tone
that will suggest to the customer that they are going to be in good hands. We also see how we
should be helpful and what extra questions we can ask to deliver even better service than the
customer was expecting.

Different customers are looking for quite different experiences when they set foot in your store. 20
Here we discover the different types of customers that you will encounter when working in a
retail environment, and how to best adapt your style to help each one meet their goals.

Being "reliable" and "just doing your job well" are not enough! To deliver amazing customer 20
service, you also need to be "accountable", meaning that you assume ownership of the
customer's entire experience. Here we discover how to be accountable and take responsibility
in customer service.

Cross-selling and up-selling are both great for the bottom line, of course, but they are also more 20
importantly opportunities to create a better experience for the customer. Here we discover
how we can integrate these into great customer service, as well as how "asking the extra
question" can help us ensure that we fully understand our customer's larger needs, and thus
make these extra sales more helpful.

We often think about the power of a first impression, but a last impression with a customer is 20
just as important, if not more so. This shows strategies for creating that memorable last
impression and ways to inspire loyalty with post-sale follow-up.

Your culture defines your business, and that culture starts with you as the manager. You need 20
to be able to demonstrate the behaviour that you expect of your employees and set up good
guidelines that allow them to make creative, winning decisions in the case of unusual customer
requests. To do that, both you and your employees must have a solid understanding of the
value of a loyal customer. This is an examination of these issues.

Using the example of the automotive industry, Avivah Wittenberg-Cox shows us that R&D is 3
essential in anticipating all the customers' needs.

Using a Christmas metaphor, Diana Woodburn shows you why it is important to really know 3
your key accounts.
Diana Woodburn warns you: your key accounts expect you to deliver them ongoing added value 3
if they are to continue dealing with you.
Diana Woodburn shares with you the story of a key account director who took the crucial 3
decision to get proper strategic account planning.
Diana Woodburn reminds you that good KAMs spend more than 50 per cent of their time at 3
their own company, and tells you why this is so and what they are doing.
Diana Woodburn explains that key account management is not about having friendly 3
relationships with a few people but building a professional network of valuable contacts.
Don't be afraid of measurements, Diana Woodburn pleads. They are useful tools to help you 3
develop your key accounts.
Diana Woodburn warns you: as a key account manager, you are responsible for the profitability 4
your customers represent for your company.
As a key account manager, says Diana Woodburn, processes are at your service, not the other 4
way round. Make the most of them and don't hesitate to ask their owner to adapt them if they
are a brake on delivering to your customers.

Leadership is a vital quality for a key account manager, Diana Woodburn shows. She explains 3
what it is about and why it matters for you, your customers and your company.

As a key account manager, recalls Diana Woodburn, you're not a lonely hunter. The chances are 2
that you are working with a cross-functional team – how can you make the most of their
contribution?

Diana Woodburn gives you practical advice to make the most of your key account team 3
meetings.
As a key account director, advises Diana Woodburn, you have to adapt your company according 3
to the way your key accounts are organised to ensure the best possible match.

Diana Woodburn reminds you that transitioning to key account management is a journey that 4
requires time, resources and effort to bear fruit.
Diana Woodburn explains that in a company, key account management is not local but global: 3
everybody contributes to delivering the promises to customers. So you must embrace
everybody and make clear to them what their role is in this new organisation.

Diana Woodburn warns you: corporate and key account planning must work hand in hand. 3
Otherwise trouble lies ahead and you will find your key account managers become
demotivated.

Diana Woodburn reminds you of your company's 'limited capacity for intimacy'. This means that 3
you must be realistic about how many key accounts you can handle.
Diana Woodburn warns you: you may have some surprises in store when you measure your key 3
accounts' profitability properly. So the sooner, the better.
Diana Woodburn wants you to be aware of counter-key account management attitudes: your 4
corporate culture needs to be KAM-compatible if you want to put this approach in place
effectively.

The customer is king, says Jean-Claude Larreche, but be careful not to become a slave to your 3
customers.
Innovation is not only about R&D, stresses Jean-Claude Larreche. It's first and foremost about 4
observing your customers in their environment and discovering new insights.

Define your business according to the value you bring to your customers, says Jean-Claude 4
Larreche, not according to your products.
Jean-Claude Larreche invites you to explore the lives of your customers to identify and solve 4
their hidden problem, for the sake of your business.
Jean-Claude Larreche invites you to take small actions to improve the lives of your customers in 5
their relation with you. He reveals that small actions bring big benefits.
Some people would buy your products if they could. Find a way to help them, advises Jean- 3
Claude Larreche, and tap into these emerging markets.
Jean-Claude Larreche explains why it is important for your products and services to be desired 3
not only by your customers but also by your non-customers.
Value creation is not only about R&D and manufacturing, notes Jean-Claude Larreche. It's first 4
and foremost about bridging the gap between customers' needs and your product.

A key input for value creation according to Jean-Claude Larreche? Mutual respect. 3
Take care of your internal customers and be a business partner, urges Jean-Claude Larreche. 4

What is customer-centricity? Using the example of DuPont, Michael Solomon illustrates the 3
difference between a customer-centric approach and a product-centric approach.

A strong brand personality is key when it comes to enabling the customer to differentiate a 3
brand from its competitors. Sometimes, however, customers don’t perceive this brand
personality in the way the company would like. Michael Solomon talks about why it is important
to keep track of customers’ brand perception on a regular basis.

Should you be open with your customers when you have a problem? Using the example of the 2
Patagonia clothing company, Michael Solomon reveals the benefits of being transparent and
honest with customers.

Using the clothing industry as an example, Michael Solomon explains why it’s important to 3
explore all the segments of a market, even those that are traditionally neglected by the
industry.

How can you make customers choose your product? Through the example of Unilever, Michael 3
Solomon offers an insight into how you can influence your customers’ choice in a highly
competitive market and build a strong communication strategy that breaks through the clutter.

Digital has disrupted the traditional customer journey. It is now more complex and less linear, 3
with points of contact along the way that may exist online or offline. Through the example of
Tesla, Michael Solomon illustrates why it’s so important to accurately map your customers’
journey from beginning to end.

In a cut-throat market, companies constantly have to find new ways to stand out from their 3
competitors. Michael Solomon uses the example of a furniture retailer to share some advice on
how entertaining your customers might be key to gaining their loyalty.

In our digital age, having positive online reviews is a key competitive advantage, but negative 3
reviews can be useful too. Michael Solomon reveals how to use negative reviews constructively
to improve your relationship with your customers.

Using Gillette as an example, Michael Solomon explains the concept of the “bottom of the 4
pyramid” and reveals how targeting lower-income consumers can be beneficial for consumers
and companies alike.

Michael Solomon shares a story about Ikea and explains how you can build a global marketing 4
strategy while taking into account local norms and customer tastes.
-^^^-
The rise of digital marketing has radically transformed the way in which individuals and 20
companies communicate. With new digital communication methods, companies can increase
the impact of their communication, build stronger links with their customers and ride the wave
of viral marketing campaigns. During this session, you will learn how to capitalise on digital
media to strengthen your marketing campaigns.

Don't be scared of telling your customers the truth – the best way to delight them is to be 2
honest and tell them upfront if there is an issue, and then to provide them with a solution.

Authenticity is a very valuable trait, no matter what your role in an organisation, as people 3
appreciate the fact that you are being direct with them.
Stories can help get people to buy into a new idea being marketed in an innovative way. 3

With distribution channels that are more and more powerful, discover how you can restore the 3
balance of power by targeting the end customers.
-^^^-
A marketing message has 2 outcomes: breaking through the clutter of information and being 5
powerful enough to change or to reinforce the perception that people have of your product. In
this Quick Win, you’ll discover different ways to appeal to your consumers.

Fixing the price of a product or service is one of the toughest things to do in business. Covering 5
expenses for the long term and ensuring profits is the basis of pricing, but there is more to it
than multiplying your costs by a coefficient. In this Quick Win, you will learn to determine
pricing by following a few rules that will ensure the success of your business.

B2B purchase decision making is usually more complex than B2C: impulse buying is rare, the 5
risks and the cost of the purchase are often higher, the decision includes one or many
organisational buyers and the purchase usually has consequences for many people. In this Quick
Win, you’ll learn to adapt your strategy depending on the situation you are facing.

The act of buying is the result of a series of stages leading to the selection of one product or 20
service over competing options. This decision-making process is a response to a problem: from
physiological priorities to aesthetic quandaries, marketing can influence the decision we make
at each stage. In this Session, you’ll learn to decode your customer’s journey so that you can
influence it more effectively.

Why doesn’t a new product sell as anticipated? This is a challenging question that a lot of 20
companies try to answer. It’s often a matter of identifying what the customer really needs. In
this Session, you’ll learn to gain insight during the 3 stages of product development so that you
can design customer-centric products and communication.

People have different attitudes toward a product or a brand that seriously influence their 20
purchasing decisions. Their negative or positive judgments are formed over different periods of
time, explaining why many repeat purchases occur without much thought. In this Session, you’ll
learn how consumers’ attitudes are formed and how you can change or reinforce them.
Waiting in queues on launch day, taking part in social networking activities and attending brand 20
events are signs of high customer involvement. These signs enhance the perceived value of
products and brands. In this Session, you’ll learn to analyse and increase customer involvement
to engage customers with your brand and your products more effectively.

A product is not only purchased because of what it does but also because of what it means. This 20
so-called “brand personality” leads consumers to attribute a set of traits to a brand and its
products. The most successful brands have built a desirable personality that makes them stand
out from the competition. In this Session, you’ll learn to create a strong and unique brand
personality that will strengthen your competitive position.

Why do customers buy one product rather than another? It’s not always because they are 20
offered the best alternative on the market. Consumers sometimes buy products because the act
of shopping is enjoyable. They take pleasure in shopping for what we call hedonic reasons. In
this Session, you’ll learn to create these enjoyable and engaging experiences that will influence
customers’ purchasing decisions.

It’s easy to sell a product once, but it’s a lot harder to sell it over and over. Repetition will 20
depend on consumers’ satisfaction throughout their purchase and satisfaction will lead to brand
loyalty: a key outcome for marketers, since it’s cheaper to keep existing customers than to
acquire new ones. In this Session, you’ll learn to satisfy your customers and build strong and
lasting loyalty.

Marketers can make assumptions about their typical customers that may not match reality, 20
especially when they want to communicate with different segments of consumers. In this
Session, you’ll learn how to carry out research to find out who your consumers actually are, how
they behave and why they buy your product. This will help you to adapt and optimise your
communication strategy.

Cultural differences have to be taken into account when you communicate, because failure to 20
do so can result in a very disappointing product sales performance. In some cases, it may not be
the product at fault, but the marketing message which hits the wrong note. This Session will
outline the key role played by cross-cultural differences and how you can better communicate
with a cross-cultural audience.

The progression from confidential to mainstream innovation is a journey called diffusion of 20

innovation. It is not just about having a great idea; there are key determining factors that can
foster its success and sustain its diffusion. In this Session, you’ll learn to identify the key factors
for spreading innovation among your consumers.

Sellling is all about liking and understanding people, and taking the time to get to know them so 2
they trust you and like you, and are willing to buy from you.
When you have worked out a system for selling that works for you and is successful, stick with 3
that system.
When you're trying to sell, make sure you listen first, build a relationship, and let the sale come 2
later.
To win new business, bring passion to the table, be creative around the terms of the deal, and 2
articulate why your firm is a good cultural fit for the client.
The tasks facing a sales manager can seem neverending. This is a careful look at what sales 5
managers need to do – as well as the roles that they should be careful not to take on.
Sales managers need to be credible if they want the respect and the full engagement of their 5
team – and unfortunately such credibility can be lost in a heartbeat. This looks at the pitfalls to
avoid so that it doesn't happen to you, as well as the best practices for building credibility.

Discover how to keep a reputation for evenness, solid decisions and humility as a sales 5
manager.
Sometimes the clues that a salesperson is struggling can be subtle, so you need to know what to 5
be on the lookout for. This looks at the warning signs.
In increasingly complex markets, your performance as a seller is measured by your ability to 30
make your clients loyal, or even your capacity to get them to recommend your products and
services to others. But how do you reach this objective? What qualities and techniques are
needed in order to be a good seller? In this session, you will firstly go back over the general
principles that underpin selling, and the rules for success. Through a simulation, you will then
discover the different stages in the selling process, from the preparation of the sales interview
all the way through to its conclusion. Finally, you will learn to recognise what you need to do to
succeed and, with the help of a self-diagnostic test, you will identify the areas in which you
need to improve your performance.

How many client meetings produce no outcome or fail entirely simply because they were not 30
sufficiently planned? Just like sporting competitors, good sellers must prepare themselves in
order to optimise their chances of success. This preparation obviously affects their credibility
with their clients and the professional image that they would like to give, but also affects the
very productivity of the meeting itself. But how should you approach this phase of the sales
process? And how can you make sure that your preparation is relevant and effective? This
session provides an action plan in three complementary stages: researching information
concerning your prospect; setting objectives; and creating an interview guide.

The first impression we give can well be crucial, not just in our personal lives but also 30
professionally. The way we establish contact with our clients can determine the way they listen
to us and their attitude towards us during the rest of the meeting. How can we manage this
phase successfully, and what do we have to be careful about? What issues should we raise? This
is what you will discover in this session. Firstly, you will see what you have to do to instil a
favourable atmosphere. Beyond these first exchanges, we will also show you how to start your
presentation: firstly by announcing the objectives and the meeting plan and then by presenting
yourself and your company.
The task of identifying clients’ expectations - so that you can offer them a suitable solution - is 30
often more complex than you may think. The decision to buy is based on both rational and
irrational needs, which means that you, as the seller, need well-tuned listening and
investigation abilities. How do you best identify your clients’ needs and reasoning? How do you
question them to gather the information you need? In this session, you will learn to put in place
an effective method for identifying your clients’ real needs, all the way from identifying their
current solution through to updating their intended solution. You will also discover the most
effective questions for helping your clients to express themselves freely, how to encourage
them to express themselves by establishing a climate of trust, and how to discover the reasons
which are key to their decision-making process. The quality of your sales pitch will depend
entirely on the extent to which you keep up to date on all of these issues.

Convincing people isn’t just a question of charisma. It also requires a method and certain 30
techniques. You cannot improvise a sales pitch; it must be structured and personalised
according to each client. How do you successfully conclude this critical phase in the sales
meeting? In this session, we will be proposing a five-stage method to make sales pitches
effectively and to ensure that your clients respond positively to your proposals. You will also
learn the right reflexes and approaches to use to give power to your arguments and to
communicate your enthusiasm.

How should you react when a client’s objects to something in your sales pitch? Many 30
salespeople worry about this happening, as they think that if objections are not handled well,
the situation can turn into a conflict. A common reflex is to try to smother objections or to flee
from them. Yet, they are a necessary part of the sales process and can even be useful for you
because they reflect your client’s concerns and therefore provide precious information on how
to direct your arguments. The aim of this session is to help you deal with objections. You will
learn to recognise good and bad reflexes in order to respond in an appropriate way, and you will
discover five techniques to deal effectively with objections.

The purpose of the last step of the sales process is to get the client's agreement, either on the 30
sale itself or on an intermediate phase which could be a test or a new meeting. So this is the
time for you to reap the fruits of all your work and prevent your client from going to your
competitors. How do you conclude effectively? What is the best moment to choose? What do
you do once you’ve received your client’s answer? The goal of this session is to guide you step
by step in this complex and delicate phase. You will learn to recognise the “green lights” which
show you when the client is ready to take a decision. We will also present three methods to
help you conclude in a natural manner, without forcing your client’s hand. And finally, we will
explain how to end a meeting, leaving a favourable impression and getting the best from the
situation.

The types of people who work in sales can be quite different from those who work in other 20
departments. But just as they need sales to bring in revenue, you need to have the entire
company backing up your efforts. This is a look at how you can get to know other departments
better and smooth your communication with them.

You can't treat your star salesperson the same as your lowest performer – they each need very 20
different types of help and guidance. This looks at how to determine who falls where on the
scale, how to decide whom to spend the most time with and how to adapt your management
style to get the best work out of each one.
Training your team is an ongoing duty for a sales manager. Here you'll discover how you can 20
help each team member reach their personal best.
KPIs (Key Performance Indicators) allow you to track your salespeople's progress at every step in 20
the pipeline, and identify weaknesses. This looks at the the main KPIs you should carefully
monitor and how they can help your team progress.

As a sales manager, you're called upon to provide your best possible estimate of what will 20
happen to your sales in future periods, and other departments rely on what you tell them to do
their work. This looks at how to provide the best possible forecasts, goals and budgets, as well
as how to motivate your salespeople to reach their goals.

An optimal compensation program should be win-win, that is, good for your company and fair 20
for your salespeople. This looks at how you can design such a program and how to make any
necessary changes in such a way that your salesforce's trust isn't undermined.

You wouldn't want your salespeople to go unprepared into a meeting with a prospect, so the 20
same attitude needs to apply to you as you gear up for a meeting with your salespeople. This is
a look at how often you should meet with your people, how to plan and how to make sure that
your meetings are engaging and interesting.

When a team member's performance is suffering you need to deal with the problem quickly or 20
it can spiral out of control and begin to infect others. This is a look at how to correctly identify
the root causes of salespeople's issues and then address them.

If you spend a lot of time and hard work on recruitment, your job as a sales manager afterwards 20
becomes that much easier. This is a look at what kind of people you should be looking for, and
how to run interviews in a way that selects the best.

Studies consistently show that employees who go through a well-planned, specific onboarding 20
process have a much higher job satisfaction rate, achieve greater success and become strong
assets for their organizations. This offers an in-depth insight into how you can make that
happen for your new salespeople.

A lot of people are afraid to groom someone who could eventually replace them. But a 20
willingness to always grow the best possible talent shows a commitment to the future. And if
you do well at developing people who can take on more responsibility, they’re likely to push
you into a more senior position yourself. This module shows how you can identify those who
might be right for this, and prepare them to be sales leaders themselves.

Butch Bellah uses the story of his bypass surgery to explain what selling solutions and not 3
products really means and how you can do this yourself.
Butch Bellah shares his experience as a young salesperson to illustrate why it’s important that 3
managers stand up for their team and what practical steps they can take to do so.

To win a sale, a salesperson needs to stand out from the competition. Butch Bellah reveals the 2
mindset that can give you this winning advantage.
Sometimes making a sale seems a question of luck, for example when you are the only 3
salesperson to show up because everyone else is too busy, or when no one else pitches for the
sale because the deadlines are too tight. But is it really a question of luck?
The results your salespeople achieve depend on their belief in themselves. That is why it is 2
important to work on their self-limiting beliefs so they can develop and, in turn, your business
can grow.

As a salesperson, it’s easy to get obsessed with a prospect and to waste too much of your time 3
chasing that prospect, time that could be better spent elsewhere. Butch Bellah explains that
although resilience is a good quality for a salesperson to have, it’s also important to know when
enough is enough.

Running a sales meeting can be a daunting task. Sometimes things don’t go as anticipated and 2
can easily escalate. Butch Bellah shares his experience on this topic and gives you some advice
on what to do when a meeting starts to derail.

Through the story of a salesperson who was falsifying his reports, Butch Bellah explains that 3
sometimes it is not enough simply to expect your team to do certain things; for the sake of the
company you also need to inspect what they’re doing, even if you might not like it at first.

Sales managers need to push their team to excellence. Through the story of Roger Bannister, 3
the first man to break the 4-minute mile, Butch Bellah reveals how you can motivate and inspire
your team to go above and beyond.

Recruiting salespeople is a huge responsibility because you want to make sure you are hiring 3
your future sales superstars, that is people who are both supremely talented and supremely
trustworthy. Butch Bellah gives you some tips on how to select the right candidates.

Discover why a key to success in B2B marketing is to sell not products but solutions to your 4
clients.
The expansion of e-commerce is often seen as cannibalizing conventional sales. Steve Muylle 3
explains why you shouldn’t think that way and how these two activities can together contribute
to the development of the business.

-^^^-
The digital revolution has a significant impact on products – both technological and non- 20
technological products. Technological products can be enhanced by features that make them
more "intelligent". In addition to improvements to the products themselves, customers can be
offered a wide-ranging digital experience around the products. This session will provide you
with all the tools you need to succeed in both of these areas.

-^^^-
The best innovative ideas have always come out of someone’s creativity, out of a sense of the 4
zeitgeist, and not from market research, which only constrains innovation.

Jack Kaplan reveals the 5 steps you have to go through to evaluate a business opportunity using 5
a case study of a gift card company.
The best ideas can still end in failure. Jack Kaplan explains how to avoid this by checking that a 4
product will be accepted before launching it.
-^^^-
Using the example of Apple, Avivah Wittenberg-Cox shows that companies can succeed by 3
developing products designed to appeal to both women and men.

Discover why it’s important to see your products not just from the engineers’ point of view but 3
also to have a marketing approach that focuses on the benefits and value for the customers.
In B2B marketing, when you have a cascade of intermediaries between you and the final client, 3
it may be useful to look at the different people involved in the chain and to pinpoint the ones
you should focus your marketing effort on.

The success of the Intel Inside campaign reveals why it’s important in B2B to understand your 3
demand chain and not just speak to the next in line.
Steve Muylle reveals the art of setting prices. 4
-^^^-
What's the secret of people who are good at selling ideas? Is it because they are never short of 20
arguments and always know how to respond to objections? This is only part of the reason:
these techniques will only be useful if you take into account what motivates the person you're
talking to. How can you find out what motivates someone? This module shows you how.

Have you ever failed to convince someone even though you thought your arguments were 20
infallible? Have you ever had the feeling your arguments were falling on deaf ears? This module
gives you the secret of successful selling, built around the main motivations of the person you're
trying to convince.

When you think about the effort involved in selling ideas, it can be very frustrating when the 20
deal falls through at the last minute. How can you make sure you clinch a deal? This module
tells you how.

This Session explains the main techniques for closing a deal, for example the “alternatives” 20
technique, the “partial agreement” technique and the “no time to lose” technique. For each
technique, there's an exercise to help you to adapt it to your own needs.

In complex sales situations, it's vital to understand your client's professional background. The 30
business and strategy of the company they work for, how they fit into the organisational
hierarchy, their potential as a decision-maker, other key but invisible players, the decision
process... all these aspects must be known in detail in order to avoid blindly making your way
forward with sometimes painfully disappointing end results: the prospect seemed convinced...
but it's not him who's in charge of the budget; the project seemed urgent... but it turned out to
be a pilot, and so on. The questions covered in this module are designed to help you gather vital
background information about your prospect.

Convincing a prospect as part of a complex sale can't be achieved solely by using skilfully 20
deployed persuasion techniques. Though your prospect appears convinced at the time, they
seem to lose interest as soon as you leave their office. Why? Because your product is complex
and often requires several meetings during which you have to convince several different people.
In fact, the person you talk to must become your ambassador in their company, taking your
message into the decision-making circles you can't reach directly. For them to be convinced of
the value of your offer, you have to prove that it responds to their needs. To find out what
these needs are, you must ask “problem questions” likely to raise issues that your solution can
resolve.
Your prospect is convinced. Your offer responds to their needs. Everything seems to be going 30
well. And yet nothing happens. "Your project is interesting, but not right away. Don't worry, it's
just a question of timing". It's as if your project was being put in a file marked "Interesting", but
not at the top of the "For Urgent Attention" pile. To speed up the decision process, you must
make the person understand that the problems your solution can address will have serious
consequences if they're not dealt with. You must transform their implicit need into an explicit
need. How? By asking implication questions.

To show you how effective problem questions and implication questions are, here is a video of a 30
concrete example.<br>Based on a real case, this video shows how a well-constructed series of
questions can turn a sales situation around when you might have thought it was a lost cause.
This Session puts you in the seller's shoes, and asks you to react to the prospective buyer's
answers and lead the discussion. This is a very efficient simulation to help you understand the
subtleties of problem questions and implication questions.

Many people will only react to something when they see what they're going to get in return and 30
not because they fear the consequences of doing nothing. It's important to avoid just focusing
on your prospect's problems: you should also help them see that you have a solution for them!
This is the aim of questions on “hoped-for results”, a technique that can be very effective
indeed when twinned with implication questions.

In the previous modules, you learned how to create implicit needs using problem questions. You 30
know how to magnify them and transform them into explicit and urgent needs using implication
questions and questions about hoped-for results. What you need to do now is develop the
appropriate pitch: one that is built around identified needs that will transform a convinced
prospect into someone who will actually buy your solution or project!

Steve Muylle reveals the different levels at which you need to change people’s mindsets if you 3
want to move successfully from products to solutions.
-^^^-
Positioning means knowing how to find the common theme that makes it possible to distinguish 20
yourself in a clear, original and motivating way. It also means giving your brand a unique and
attractive personality.

The marketing strategy encompasses all of the means chosen to meet the targeted marketing 20
objectives. The marketing strategy is necessarily aggressive as it is directed against rivals: the
brand's direct and indirect competitors. Defining strategic options is based on an analysis-
diagnosis of the market's potential and on the strengths and weakness of the company and its
competitors.

The marketing plan details the marketing strategy selected for a product. In operational terms, 20
it translates into actions, budgets and sales and marketing organisation.

Digitisation is posing a challenge for companies at present. It has the potential to be a real 20
threat for companies who fail to capitalise on this strategic shift. However, for companies who
are able to tackle this challenge in a well-considered manner, digitisation also provides great
opportunities for "reinvention" and process optimisation. This session will help you to identify
the risks and opportunities of digitisation so that you can negotiate this shift to optimum effect.
Digitisation has revolutionised distribution systems. Alongside the traditional "brick-and- 20
mortar" systems, in which all operations are carried out offline, "pure play" systems, in which
everything happens online, have appeared, together with "click-and-mortar" systems, which
combine the two. This session looks at how to make the different distribution channels work
together in order to improve customer convenience and company profitability.

Don’t just sell a product to your customers, think of ways to involve them and get them to 2
understand that product so they really buy in to the business relationship for the long term.

Through the example of the BMW Mini, Avivah Wittenberg-Cox shows us that utopia-oriented 3
marketing strategies are more efficient than performance-oriented marketing.

Charles Handy invites you to reflect on how platforms could make your organisation more 3
effective and bring in new business.
-^^^-
Marketing methods and techniques originated in the expansion of mass markets and have now 20
spread to all economic sectors. Marketing seeks to differentiate brands, products and services
in an increasingly competitive environment. While it is often reduced to simple market surveys
or assimilated to a purely seductive approach, marketing fundamentally aims to create, reveal
and promote value for consumers.

A market is comprised of consumers with different expectations. Breaking a market into 20

segments means splitting it up into consumer sub-groups that are as homogeneous as possible
to enable the company to tailor its marketing of each policy to each of these sub-groups or to
decide to leave out certain sub-groups. Segmentation is not just about market and competition
survey methods. It also covers the strategic vision of the market.

It is important to have an integrated sales and marketing strategy so that sales and marketing 2
complement each other and work together.
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Do you have fundamental strategic guidelines in place? And if so, what are they? What are the 20
principles to keep in mind before embarking on a strategic project?
To put a relevant company strategy in place, you must clearly determine what you want to do 20
and what you are able to do. Which in-house resources, skills and motivation will you be able to
rely on?

Each company can determine its Strategic Business Areas in order to define its strategy, but 20
what are they for?
You often hear people talk about a company's performance being evaluated by the markets, but 20
what does this actually mean? Which factors are involved in increasing or decreasing its share
value?

How can you create and maintain a long-lasting competitive advantage within a system of free 20
competition? How can you use the interaction between the different players in competitive
dynamics in order to become a market leader? These are some of the questions tackled in this
Session, introducing you to the theory of competitive advantage. Developed by Michael Porter
in the 1980s, this theory subsequently formed the basis for organisational strategy.
This Session goes over a debate which captivated university research for many years. Does a 30
company's size determine its success? This is the view held by Richard d'Aveni. Or should one
take the view, like Michael Porter, that the characteristics of an industry determine a company's
performance? This Session revolves around the 3 main criticisms of Porter's model.

This Session deciphers all the keys of the theory of resources which refutes Michael Porter's 30
analyses of competitive edge. Discover an alternative vision of the concept of performance,
placing the company and its internal resources at the heart of the competitive strategy.

Goals, tasks and strategies: these are key concepts in management and form an important 30
framework for understanding business strategy. This Session tells you what these terms really
mean and how they relate to each other, giving you a basic introduction to strategic thinking.

Defining your strategy is no easy matter. What criteria should you choose to measure the 20
success of a project? What framework should you use? At what level and within what
timeframe should you develop your strategy? This Session provides the answers.

Unlike a cost strategy, a differentiation strategy is about standing out from the crowd by adding 30
to the value of a product in the eyes of the consumer. This can happen in both directions: either
by enhancing the product or by downgrading it, each time offering a price differential that is
sufficiently attractive in relation to its added or subtracted value. The question is how to
calculate the appropriate differentials! This Session discusses differentiation strategy in detail,
and shows you the various ways your customers might perceive it.

Unlike a cost strategy, a differentiation strategy is about standing out from the crowd by adding 30
value to a product in the eyes of the consumer. How can we optimise the related factors of
price and value? Should differentiation be created with respect to the whole market or just part
of it? How can you differentiate successfully in order to create a long-lasting competitive edge?
What are the pitfalls to avoid? This Session answers all these questions, using a concrete
example.

What are my competitive advantages and handicaps and where do they originate? Are my 30
strong points really assets? Are my weaknesses really handicaps? This Session offers a practical
method for analysing your competitive position by identifying key success factors, assessing
their relative importance and evaluating the position of your competitors with respect to each
factor, in order to measure the competitive gap.

Business strategy is implemented from within each of the Strategic Business Areas, while 30
corporate strategy is developed at the headquarters.<br>Understanding the difference
between these 2 levels of strategy gives a valuable insight into how major company decisions
are made.<br>This Session uses the example of a company with growth problems to give you
the information you need.

Unlike specialised groups that present a simple profile to investors, diversified groups are more 30
difficult to characterise. Their performance is also harder to predict and assess. This Session will
help you understand this phenomenon and takes you through the evaluation procedure for this
type of company.

Brands will often benefit from sticking to the one thing that they're really good at, rather than 3
branching out into different areas.
Amit S. Mukherjee explains the risk of focusing on cost pressure with suppliers. 3
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What is a SWOT matrix? What is it for? What do the 4 letters in the acronym SWOT stand for? 20
What are the positions of the 4 elements on the SWOT matrix?
What is a competitive advantage? How is it linked to the competitive environment and what is 20
the link between the two? This is what you'll find out in this Session.
The viability of a cost strategy is dependent on several factors, such as the experience effect, 20
standardisation and innovation. This is what you'll be finding out about in this Session.

Whatever your production costs, to guarantee the sale of your products, you should fix their 20
price according to their value for consumers. You will therefore have to estimate this value as
accurately as possible.

SWOT analysis (Strengths/Weaknesses/Opportunities/Threats) is the first step on the road to 20

effective strategic analysis. Though at first glance it may seem simple enough, there are a
number of potential pitfalls, for example confusing strengths and opportunities, critical success
factors and key performance indicators, or internal and external analysis. How do we carry out a
SWOT analysis? How can we use it most effectively? What are its limitations? This Session gives
you the answers.

Which operational strategy should I adopt in my profit centre? This Session demonstrates a 3- 20
step method: defining the perimeter of the business, understanding the rules of the game using
the Porter model and identifying key business drivers—in a nutshell, the key ingredients of a
business model. This method can be used either to create a new task or to pilot or reorganise
an existing one. It dovetails with SWOT analysis while taking into account most of its limitations.

Companies that achieve high performance levels have usually succeeded in building a lasting 20
competitive advantage, either by maintaining low costs or by offering something different. The
value of this competitive edge has to be assessed differently according to the sector involved.
How can you build a durable competitive advantage? This Session introduces a 5-step method
for analysing a company's value chain and, more broadly, its business system.

An effective cost strategy is about taking the lead in areas where both customers and 20
production volumes are price-sensitive, in sectors relevant to the company. In terms of both
product and process, this type of strategy has often given wider access to products that were
inaccessible before, as exemplified by companies like Nouvelles Frontières or low-cost airlines
such as Ryanair. This Session outlines the basis of cost strategy, via an analysis of 2 economic
phenomena: the volume effect and the experience effect.

It's a well-known story: in the 1920s, when Ford was flooding the market with the famous 20
Model T, General Motors took the lead in a few years by offering a range of different models. A
powerful factor in market domination, successful cost strategy nevertheless obeys certain rules.
The timing of your arrival in the marketplace, how mature the market is, how you identify and
prioritise areas of cost reduction and how easy it is for your strategy to be imitated...all these
factors determine the success (or failure) of a cost strategy. This Session will give you a sound
understanding of the issues involved.
When a company creates value, it must always ask itself where that value should go. If it has to 30
increase costs in order to offer more value to the customer, all the created value goes to the
customer. Effective strategy is about creating value but keeping some of it for the company. It's
then a question of sharing it between stakeholders, management and staff.

Many multinationals have built their power and reputation by becoming more specialised. 30
Boeing and Airbus, for instance, have focused their efforts on a single business (i.e.,
aeronautics). Others have opted for a strategy of diversification, developing their activity in new
professions. This is true of Bouygues, which is active in three business areas: construction,
mobile phones and the audiovisual industry; and of General Electric, which has no fewer than
14 areas of business! But what criteria do companies use when they choose to specialise or
diversify? What are the advantages and limitations of these 2 options? This Session clarifies
these important questions.

Diversified companies are often faced with the strategic question of how to allocate resources 30
to their different activities. How can you ensure that resources are distributed efficiently? How
can you decide which areas of business to focus on and which ones you should abandon?

A company is at the heart of a network of players with whom it has economic and social 30
relations. These relations can be more or less apparent, more or less active, more or less
pleasant. This Session will help you to identify all the relevant actors, to become aware of your
economic impact and to assess the quality of your relations with these players. It will provide
you with the leverage to become a more responsible manager in economic and social terms.

You manage staff members on a daily basis and are already well aware of your responsibilities. 30
But corporate social responsibility invites you to participate in a truly new approach of human
resources management. It relies on fundamental human principles to develop a cross-functional
approach, over and above your immediate partners. The tools of social responsibility will
enhance your human management practices and enable you to make a substantial contribution
to your company's growth path.

What do you know about your activity's environmental impact? This Session invites you to take 30
a fresh look at your approach and professional practices in terms of environment. Integrating
environmental responsibility is not only mandatory, it also means seizing a genuine opportunity
to progress, both individually and collectively.

The ongoing debate on corporate governance has resulted in value creation becoming a key 30
factor in financial reports. As a performance indicator, value creation should enhance
transparency between financial markets and internal business management, providing an
integrated and interdependent view of financial and operational issues. But what exactly is
value creation? This Session gives you an insight into why this notion has become central to
business management.

When the board of a company is largely made up of financial shareholders, the organisation 4
tends to focus on financial issues. In this videocast, Chris Worley explains why, if you want your
organisation to focus on a broader range of outcomes, it is essential that the board is made up
of a similarly broad range of people.
How many of your people are responsible for being in touch with the external environment? In 4
this videocast, Chris Worley demonstrates why one of the best ways to increase your
organisation's ability to adapt is to get more people involved in whatˈs going on outside the
company.

Disguising figures is a dangerous game. The example of the internet bubble shows why it’s 3
important to remain realistic in your forecasts and not to hide the truth.
If you want to avoid jeopardising your business, you have to make sure you are always creating 3
real value for your customers and that your efforts to boost short-term results do not pose a
threat over the longer term. The subprime mortgage fiasco illustrates the dangers of ignoring
these two rules.

Although variable pay is supposed to stimulate performance within an organization, it can have 3
negative effects, as shown by what happened at Enron. Lutgart Van den Berghe stresses how
vital it is for variable pay to stimulate behaviour that is fully in line with the company’s strategy
and interests.

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Talent management is undergoing profound changes and meeting significant challenges given 20
the increasingly rapid evolution of the workplace. It is vital that companies understand,
anticipate and support these changes if they want to succeed and not fall behind their
competitors. This training module gives you the keys to achieve this.

Everyone in the digital world seems focused on being first to market. Leaders should 4
understand, however, that this is not enough for success, nor is it even necessary. Amit
Mukherjee explains when being first to market is a real competitive advantage, but also tells us
about the circumstances when it is not.

Javier Aguado explains, using the example of the Templars, that if a business is unable to 2
reinvent itself, it is destined to fail.

Can you drive your business forward when times get tough? Look at the example of Ryanair and 3
open your eyes to all kinds of opportunities.
Forget the idea that sustainability isn’t compatible with profitability. Discover why it makes 4
sense to invest in sustainability and what kind of benefits you can expect.
Is it possible to run a business without a long-term strategy? The example of the Southwest 3
Airlines CEO shows that even if you haven’t written down your strategy, it’s better to have one
if you want to succeed in the long term.

Through the example of the newspaper industry, Natalia Levina highlights the dangers of digital 3
disruption for your business and delivers advice on the strategy you should adopt as a response.

Through the example of Procter & Gamble, Natalia Levina reveals why complete vertical 3
integration is no longer an option for companies in the digital age and explains what the
benefits can be of outsourcing key resources and encouraging open innovation.

Natalia Levina explains how digital platforms can help organisations to be more efficient in 3 key 4
areas that she calls the 3Cs.
Natalia Levina reveals what should remain within the company and what should be outsourced. 3

What’s the big deal about big data? Through the success story of a major retailer, Rahaf 3
Harfoush reveals the importance of big data today and explains why each company should
integrate specialists in their management team.
-^^^-
There is no point planning for the long-term as everything will change before they come to 2
fruition, so plan for the short-term instead.
No matter how great the challenge, the main factor that will allow your organisation to thrive is 5
whether it can design purposeful experiences for employees. In this mini-Session, you will
discover the importance of organisational thinking as a way to retain and attract top talent.

Organisations that think about possible future scenarios are better prepared to tackle those 5
scenarios head-on when they come. In this videocast, Chris Worley helps us understand the
importance of anticipation in organisational design.

No matter what industry you’re in, the example of CNN will show you the three questions you 3
must ask yourself if you want to build a successful strategy.
Discover how great ideas can lead to a failed strategy if you don’t get the figures right. 4

How did Canadian banks avoid falling into the subprime crisis? Listen to Kim Warren’s analysis 4
to see why you should limit your exposure to risk.
How do you arbitrate between core business and new business when times get tough? Listen to 5
what Kim Warren thinks about this from a strategic point of view, and see how an investment
company handled this dilemma successfully.

How can you benefit from cycles in your industry? Kim Warren reveals smart strategies to make 4
them work for you.
Building a competitive strategy requires clear planning and clever implementation. Find out 4
more with Kim Warren’s case study of a subtle strategy to destabilize a competitor in the
restaurant industry.

Kim Warren reveals why Michael Porter’s model is still a powerful business tool. 4
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Amit S. Mukherjee details the 4 good reasons to invest in new technology in a networked 3
world.
Amit S. Mukherjee reminds you of the questions to ask yourself when adopting new 4
technologies.
Amit S. Mukherjee explains the key to successfully adopting new technology. 3
We all use social technologies in our personal lives. But why is it so hard for employees to use 6
social networks inside organisations? Based on the striking example of Unisys, Jacob Morgan
reveals five top strategies to make your team members definitively adopt your internal tools
and collaborative platforms.

Natalia Levina highlights the importance of identifying the right evaluators when you are using 2
crowdsourcing to innovate.
By taking NASA as an example, Natalia Levina gives advice on how you should decompose a 3
complex problem if you want to use crowdsourcing to solve it.
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Avivah Wittenberg-Cox recounts an anecdote that shows that men and women don't see 3
innovation in the same way, and encourages us to favour innovations that improve human
relationships and the lives of our clients.
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Management Techniques EJIV007, ZJIV007, YJIV007, XJIV007

Management Techniques EJIV008

Management Techniques EJIV009, ZJIV009

Personal Development ZJMH207

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Management Techniques EJMH369, ZJMH369

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Personal Development ETCR004, ZTCR004

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Personal Development ZSST201

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Personal Development EJEP002

Personal Development EJEP301, ZJEP301

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Management Techniques ESRH628

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Management Techniques EJMH761, ZJMH761

Management Techniques EJMH762, ZJMH762

Management Techniques EJMH763, ZJMH763

Management Techniques EJMH764, ZJMH764

Management Techniques EJMH765, ZJMH765

Management Techniques EJMH766, ZJMH766, YJMH766

Management Techniques EJMH767, ZJMH767

Personal Development ETCX001, ZTCX001

Personal Development ETCX002, ZTCX002

Personal Development ETCX003, ZTCX003

Personal Development ETCX004, ZTCX004

Personal Development ETCX005, ZTCX005

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Personal Development EJCA033, ZJCA033, YJCA033

Personal Development EJCA034, ZJCA034

Management Techniques EJMH120

Management Techniques EJMH121, ZJMH121, YJMH121, XJMH121, WJMH121

Management Techniques EJMH122, ZJMH122

Management Techniques EJMH123

Management Techniques EJMH124

Management Techniques EJMH125

Management Techniques EJMH127

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Management Techniques EJMH065, ZJMH065

Management Techniques EJMH363, ZJMH363

Management Techniques EJMH370, ZJMH370

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Management Techniques EJCP304, ZJCP304
Management Techniques EJCP305, ZJCP305

Management Techniques EJCP306, ZJCP306

Management Techniques EJCP307, ZJCP307

Management Techniques EJCP308, ZJCP308

Management Techniques EJCP309, ZJCP309

Management Techniques EJCP310, ZJCP310

Management Techniques EJCP311, ZJCP311

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Management Techniques EJCP313

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Management Techniques EJMH345, ZJMH345, YJMH345

Management Techniques EJMH346, ZJMH346

Management Techniques EJMH347, ZJMH347, YJMH347

Management Techniques EJMH348

Management Techniques EJMH349, ZJMH349

Management Techniques EJMH389, ZJMH389

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Management Techniques EJMH356, ZJMH356

Management Techniques EJMH357, ZJMH357, YJMH357, XJMH357, WJMH357, UJMH357

Management Techniques EJMH358, ZJMH358

Management Techniques EJMH359, ZJMH359, YJMH359

Management Techniques EJMH360, ZJMH360

Management Techniques EJMH405, ZJMH405

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Management Techniques EJMH028

Management Techniques EJMH030, ZJMH030, YJMH030

Management Techniques EJMH354, ZJMH354

Management Techniques EJMH355, ZJMH355

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Management Techniques EJMH751, ZJMH751, YJMH751

Management Techniques EJMH752, ZJMH752, YJMH752, XJMH752

Management Techniques EJMH753, ZJMH753, YJMH753, XJMH753

Management Techniques EJMH754, ZJMH754, YJMH754, XJMH754, WJMH754

Management Techniques EJMH755, ZJMH755, YJMH755, XJMH755

Management Techniques EJMH756, ZJMH756, YJMH756, XJMH756

Management Techniques EJMH757, ZJMH757

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Management Techniques EJMH107, ZJMH107

Management Techniques EJMH108, ZJMH108

Management Techniques EJMH109

Management Techniques EJMH118, ZJMH118

Management Techniques EJMH119

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Management Techniques EJMH399, ZJMH399

Management Techniques EJMH400, ZJMH400

Management Techniques EJMH402, ZJMH402

Management Techniques EJMH403

Management Techniques EJMH404

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Management Techniques ETDT003, ZTDT003, YTDT003

Management Techniques ETDT004, ZTDT004

Management Techniques ETDT005, ZTDT005, YTDT005, XTDT005

Management Techniques -

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Management Techniques EJIV303, ZJIV303

Management Techniques EJMH343, ZJMH343, YJMH343, XJMH343

Management Techniques EJMH350

Management Techniques EJMH351, ZJMH351

Management Techniques EJMH352

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Management Techniques ESRH626, ZRSH626

Business Fundamentals ZSST200

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Business Fundamentals ESST642, ZSST642, YSST642

Business Fundamentals ESST643

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Business Fundamentals ESST646, ZSST646

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Management Techniques EJMH139, ZJMH139

Management Techniques EJMH140, ZJMH140

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Management Techniques ZJEP221

Management Techniques ZJEP222

Management Techniques ZJEP223

Management Techniques ZJEP224

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Management Techniques EJCP641, ZJCP641, YJCP641

Management Techniques EJCP642, ZJCP642, YJCP642, XJCP642

Management Techniques EJCP643, ZJCP643, YJCP643

Management Techniques EJCP644, ZJCP644

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Personal Development EJCA307, ZJCA307

Personal Development EJCA308, ZJCA308

Personal Development ETAF001, ZTAF001

Personal Development ETAF002, ZTAF002, YTAF002

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Personal Development ETAF004, ZTAF004, YTAF004

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Personal Development EJEP310, ZJEP310

Personal Development EJEP311

Personal Development ZJMH210

Personal Development ZJMH211

Personal Development ZJMH212

Personal Development ZJMH213

Personal Development ZJMH214, YJMH214

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Personal Development ZJCA202

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Personal Development EJCA722, ZJCA722, YJCA722

Personal Development EJCA723, ZJCA723

Personal Development EJCA724, ZJCA724

Personal Development EJCA725, ZJCA725

Personal Development EJCA726, ZJCA726

Personal Development EJCA727, ZJCA727

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Personal Development EJCA729, ZJCA729

Personal Development EJCA730, ZJCA730

Personal Development EJCA731, ZJCA731

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Personal Development EJCA733

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Personal Development ZJMH208

Personal Development ZJMH209

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Management Techniques ZJNE204

Management Techniques ZJNE205

Management Techniques ZJNE206

Management Techniques ZJNE207

Management Techniques ZJNE208

Management Techniques ZJNE209

Management Techniques EJNE629, ZJNE629

Management Techniques EJNE630, ZJNE630

Management Techniques EJNE631, ZJNE631

Management Techniques EJNE632, ZJNE632

Management Techniques EJNE633, ZJNE633

Management Techniques EJNE634, ZJNE634, YJNE634

Management Techniques EJNE635, ZJNE635

Management Techniques EJNE636, ZJNE636

Management Techniques EJNE637, ZJNE637

Management Techniques EJNE638, ZJNE638

Management Techniques EJNE639, ZJNE639

Management Techniques EJNE640, ZJNE640

Management Techniques EJNE641, ZJNE641

Management Techniques EJNE642, ZJNE642

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Business Fundamentals ZSMK200

Business Fundamentals ZSMK201

Business Fundamentals ZSMK202

Business Fundamentals ESMK640, ZSMK640

Business Fundamentals ESMK641, ZSMK641

Business Fundamentals ESMK642, ZSMK642

Business Fundamentals ESMK643, ZSMK643

Business Fundamentals ESMK644, ZSMK644

Business Fundamentals ESMK645, ZSMK645

Business Fundamentals ESMK646, ZSMK646

Business Fundamentals ESMK647, ZSMK647

Business Fundamentals ESMK648, ZSMK648

Business Fundamentals ESMK649, ZSMK649

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Management Techniques ZJNE212

Management Techniques ZJNE213

Management Techniques EJNE022

Management Techniques EJNE023, ZJNE023

Management Techniques EJNE024, ZJNE024, YJNE024

Management Techniques EJNE025, ZJNE025

Management Techniques EJNE026, ZJNE026

Management Techniques EJNE027

Management Techniques EJNE028, ZJNE028, YJNE028

Management Techniques EJNE643, ZJNE643

Management Techniques EJNE644, ZJNE644

Management Techniques EJNE645, ZJNE645, YJNE645

Management Techniques EJNE646, ZJNE646

Management Techniques EJNE647, ZJNE647

Management Techniques EJNE648, ZJNE648

Management Techniques EJNE649, ZJNE649

Management Techniques EJNE650, ZJNE650

Management Techniques EJNE651, ZJNE651

Management Techniques EJNE652, ZJNE652

Management Techniques EJNE653, ZJNE653

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Business Fundamentals ESMK635, ZSMK635

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Management Techniques EJNE008, ZJNE008

Management Techniques EJNE014

Management Techniques EJNE015, ZJNE015

Management Techniques EJNE016, ZJNE016

Management Techniques EJNE017, ZJNE017

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Management Techniques EJNE019

Management Techniques EJNE020, ZJNE020

Management Techniques EJNE021

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Business Fundamentals ESMK022, ZSMK022

Business Fundamentals ESMK026, ZSMK026

Business Fundamentals ESMK030, ZSMK030

Business Fundamentals ESMK637, ZSMK637

Business Fundamentals ESMK639, ZSMK639

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Business Fundamentals ESMK024, ZSMK024

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Business Fundamentals ESST107, ZSST107

Business Fundamentals ESST119

Business Fundamentals ESST125

Business Fundamentals ESST002

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Business Fundamentals ESST004

Business Fundamentals ESST306, ZSST306

Business Fundamentals ESST307, ZSST307

Business Fundamentals ESST013

Business Fundamentals ESST014

Business Fundamentals ESST015, ZSST015

Business Fundamentals ESST319

Business Fundamentals ESST625

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Business Fundamentals ESST110

Business Fundamentals ESST112

Business Fundamentals ESST116

Business Fundamentals ESST308, ZSST308

Business Fundamentals ESST009, ZSST009

Business Fundamentals ESST310, ZSST310

Business Fundamentals ESST011

Business Fundamentals ESST012

Business Fundamentals ESST316

Business Fundamentals ESST021

Business Fundamentals ESST022

Business Fundamentals ESST030

Business Fundamentals ESST031

Business Fundamentals ESST032

Business Fundamentals ESST324

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Management Techniques ZJMH201

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