This document discusses various topics related to personal development, leadership, and management. It covers finding the right balance between management and leadership, self-awareness through personality tests and understanding one's values and brand. It also discusses receiving and giving feedback, reflecting on life experiences, transactional analysis of relationships, making decisions and managing change, motivating teams, assertive and empathetic communication, and group decision making processes. The overall focus is on key principles and models for personal and professional growth.

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Personal Development

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Finding the right equilibrium
between management and
leadership in people
- Communication
- Performance
- Individual review
- Motivate
- Conduct change
Key principles
http://www.clemmergroup.com/

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Self awareness
Personality (MBTI)
Personal Values
Values + Competencies
Personal & leadership brand
Johari Window model
- Open Arena area > Known by self and others
- Blind area > Unknown by self, known by others
- Hidden area > Known by self, unknown by others
- Unknown area > Unknown by self and others
Knowing yourself

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Receiving feedback
- Reject - Separate content: about action not person
- Defend - Clarify
- Explain - Understand / don't justify
- Understand - Listen / Apply / Motivate
- Change - Make your choice / Thank for useful part
Giving feedback
BOOST model
- Balanced: both ways, answered
- Observed: No opinion / facts
- Objective: True
- Specific: use example
- Timely: at the time of facts
Feedback
COIN model
- Context – What When happens
- Observation – Specific behaviour
- Impact – what results of the team
- Next – Suggestions

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Kairos - Reflecting on life's experience
An ancient Greek word meaning the opportune
in which everything happens
- Event
- Observe
- Reflect
- Discuss
- Plan
- Accountable
- Act
Reflect

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Transactional analysis
Parent / Adult / Child
Relationship

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Present a Decision:
- Manager decides > imposed by me
- N+1 decision > imposed by others
- Team decision > together
Emphasise Positive decision context to
colllaborator on change acceptance
Accept decision to self before
to others. Be consistent and coherent with
context.
Decision

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Change Phases : Enegy vs Acceptance
- Announcement
- Deny / Anger
- Resistance > energy leak /slow down
- Resistance > challenge / refusal
- Resistance > revolt / strike
- Resistance > riot / sabotage
- Giving up > Sadness, no reflection
- Negociation > means and benefits
- Acceptation and integration
Manage change

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Motivation Levers:
- Vision of future (profesional project)
- Pround to be part
- Job interest
- Learning opportunities
- Salary and wage
- Professional status
- Career perspectives
- Relationship enjoyability
- Physical environment
- Work life balance
Motivation

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Assertiveness in say:
- Direct, straight to the point
- Express our feeling
- Stand on a position
- Show concrete facts
Emphatie in listen
-Value people involved
- Ask questions
- listen fully
- Consensus
Take group on a decision
Process
- Share decision for success
- Small group of max 5 people
- Exceptional for high comitment
- Leader need autorithy / empowerment
- Decision rules are defined first
- Apply rigourous rules to unbias
- No "margin of manover" after decision
- Review of opinion / challenge
-Ask questions / precision
- Final decision > everyone commited to it

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Communication
- Prepare and write pitch
- Smile / conciousness / visual contact / gesture
- Silence to get attention
- Managing rythm with reinforcing voice ton
- Open questions to create discusssion
- Conclusion on concrete action plan
- Repeat / rephrase / reword
- Use picture and imagery
- Keep time
Communication