Jean-Louis Baudoin

HIDDEN CULTURAL TOXINS - LOW PERFORMING ORGANISATION 🌟 In today's turbulent VUCA world of volatility, uncertainty, complexity, and ambiguity, many companies struggle with the symptoms of a "Low Performing Organisation" 😞: • Unmotivated workforce 😔 • Lack of ownership 🚫 • Lack of leadership 🙅‍♂️ • Lack of sustainable improvements and results 📉 Typical reactions to the VUCA world and its effects often include restructuring programs that involve laying off long-time employees, hiring consultants to push operational excellence tools into the organization, or increasing levels of micromanagement. In reality, however, usually none of these measures leads to lasting positive change. Therefore, the question of how to build a sustainable High Performing Organisation (HPO) remains. Before we review the countermeasures that are indeed effective, we should first define the root causes that lead to the high level of disengagement and frustration of the employees. It all comes down to the application of values and leadership behaviors that are a leftover from the industrial age - the so-called four cultural toxins: • Manipulation (lack of inspiration) 🚫 • Ignorance (lack of understanding) 🤷‍♀️ • Stagnation (lack of growth) 🌱 • Suffocation (lack of autonomy) 🗣️ #HighPerformingOrganisation #Engagement #Effectiveness #Empathy 🚀

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The Impact of Gerontocracy: Rule by the Elderly A gerontocracy is a system where power is concentrated in the hands of older leaders, often those significantly older than the general adult population. In such systems, political authority is commonly linked to age, with seniority often seen as a marker of experience and wisdom. However, the rule by older individuals has both positive and negative implications for society. On one hand, older leaders can bring stability, experience, and historical perspective to their roles. They may be less prone to impulsive decisions and have a deeper understanding of long-term national or organizational challenges. Their accumulated knowledge can be valuable for navigating complex situations, and they may have a broader view of the consequences of their actions over time. However, gerontocracy can also have drawbacks. Older leaders may be less responsive to new ideas, emerging technologies, and the shifting values of younger generations. This rigidity can hinder innovation and make it difficult for policies to adapt to modern challenges, such as climate change, digital transformation, and evolving social norms. Moreover, when younger voices and perspectives are underrepresented, policies may fail to reflect the interests and needs of a broader population, leading to feelings of alienation and frustration among younger generations. Ultimately, while gerontocracy offers stability, it can also slow progress and create generational divides. Balancing experience with fresh perspectives can lead to more inclusive and forward-thinking governance, ensuring that the needs of all age groups are met in a rapidly changing world.

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HOW DO YOU ACCELERATE YOUR COACHING IMPACT AND OPTIMIZE TOWARDS TRANSFORMATIONAL COACHING? ICF talks about 'Coaching the WHAT' and 'Coaching the WHO' in their revised competency model. Coaching the what tends to be to some degree equivalent to transactional coaching which goes a bit like this: Coachee shares what they want to improve, coach works with the coachee on how to best improve it. So far so good, and in some cases, that's all we have time for, especially if it's a short session and the coachee needs a solution right away. However, a coach tends to add a lot more value to the coachee if they help them identify their patterns that lead to such situation in the first place, and then expand their mindset around that, or perhaps even shift the way they look at it. This is what Coaching the WHO or transformational coaching is about. Such transformation tends to benefit the coachee way beyond the issue at hand, and therefore tends to be more valuable than transactional coaching. Easier said than done. We found that Harrison Assessments Int'l is a great tool to accelerate transformational coaching, and in our upcoming session we share some real-life cases to illustrate that. Join our complimentary session on 10/October here: https://lnkd.in/g2mc4BGr #transformationalcoaching #coachingexcellence #ascendu #harrisonassessments

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The 'babble hypothesis' presents concerning evidence around how we humans view each other during meeting interactions, providing clear evidence for the importance of the role of the chair in managing contributions to create inclusive meeting spaces. If you chair meetings, you need to read this ⬇ #inclusion #meetings #InclusiveMeetings #InclusiveLeadership

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How can we manage difficult work conversations? Let's have a closer look at the ICF's core competencies. They can help! The International Coach Federation (ICF) core competencies are a set of skills and behaviors that professional coaches use to facilitate coaching sessions effectively. While these competencies are primarily designed for coaching, they can also be adapted and applied to various aspects of communication, including difficult work conversations. Here's how you can use the ICF core competencies in difficult work conversations: 1. **Establishing Trust and Intimacy**: Create a safe and confidential space where both parties feel comfortable expressing themselves. Build rapport by demonstrating authenticity, empathy, and respect. 2. **Coaching Presence**: Maintain full attention and focus during the conversation. Be fully present, listen actively, and observe nonverbal cues to understand the underlying messages. 3. **Active Listening**: Listen deeply to what the other person is saying without judgment or interruption. Reflect back their words and emotions to demonstrate understanding and empathy. 4. **Powerful Questioning**: Ask open-ended questions that encourage self-reflection and exploration. Guide the conversation by asking thought-provoking questions that help clarify issues and uncover underlying concerns. 5. **Direct Communication**: Communicate openly and honestly, expressing your thoughts and feelings directly but tactfully. Use clear and concise language to convey your message effectively. 6. **Creating Awareness**: Help the other person gain insight into their thoughts, emotions, and behaviors. Offer observations and feedback that facilitate self-awareness and self-discovery. 7. **Designing Actions**: Collaborate on creating action steps or solutions to address the challenges at hand. Encourage the other person to set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals and commit to taking concrete steps towards resolution. 8. **Planning and Goal Setting**: Support the other person in developing a clear plan of action with realistic timelines and milestones. Break down larger goals into manageable tasks to ensure progress and accountability. 9. **Managing Progress and Accountability**: Regularly review progress towards goals and provide constructive feedback and support as needed. Hold the other person accountable for their commitments while offering encouragement and recognition for achievements. 10. **Creating Awareness and Learning**: Reflect on the conversation and encourage the other person to identify key insights and lessons learned. Explore how the experience can contribute to their personal and professional growth. By applying these ICF core competencies in difficult work conversations, you can facilitate meaningful dialogue, foster mutual understanding, and support positive outcomes for all parties involved. #coaching #difficultconversations #ICF #selfpathcoaching

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People connect, collaborate and create solutions when there is trust. Trust is a proxy term for the presence of oxytocin between neurons. To understand the conditions leaders must consciously create, for brains to function optimally, requires a working knowledge of neuroscience (how brains work).... [without it, we simply repeat the mistakes of the past, and rarely recognise the problem]. To significantly accelerate your team's knowledge of the brains behind business, there's BTFA from Duxinaroe ... give us a call and add the science to your current world view ... it really is the best way to ensure you are making the best possible decisions for the people and profit in your business. #supportukmfg #BTFA #leadership #management #change #culture #manufacturing #newera

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The Strategic Importance of a ... https://lnkd.in/e_44_exP #competence #businessstrategy #changemanagement #talentmanagement #talentstrategies #competencymanagementsystem #LeadershipCompetencies #HRstrategy #competencysystem #competencymodels #competencies

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Is Coaching Effective? Coaching has been widely recognized as an effective method for personal and professional development across various contexts, particularly in organizational settings. The effectiveness of coaching can be assessed through several key dimensions: 1. Improvement in Individual Performance: Numerous studies indicate that coaching significantly enhances individual performance. For instance, research by the International Coaching Federation (ICF) shows that 70% of individuals who receive coaching report improved work performance. This improvement is often attributed to the personalized nature of coaching, which allows individuals to set specific goals and receive tailored feedback. 2. Increased Self-Confidence: Coaching has been shown to boost self-confidence among participants. According to a survey conducted by ICF, 80% of people who received coaching reported increased self-confidence. This increase in confidence can lead to better decision-making and more assertive behavior in the workplace. 3. Enhanced Communication Skills: Effective communication is crucial in any organization, and coaching plays a vital role in developing these skills. Studies have demonstrated that individuals who undergo coaching experience improvements in their ability to communicate effectively with colleagues, superiors, and subordinates. 4. Positive Return on Investment (ROI): Organizations investing in coaching programs often see a positive ROI. Research indicates that 86% of companies report recouping their investment in coaching and even achieving additional financial benefits. A study by the Corporate Leadership Council found that organizations could achieve up to a 200% return on investment from coaching initiatives. 5. Employee Engagement and Retention: Coaching contributes significantly to employee engagement and retention rates within organizations. Engaged employees are less likely to leave their jobs; studies show that organizations with high employee engagement experience lower turnover rates—up to 59% less turnover when employees feel engaged through coaching efforts. 6. Development of Leadership Skills: Leadership coaching specifically targets developing essential leadership skills such as strategic thinking, emotional intelligence, and decision-making capabilities. Leaders who participate in coaching programs tend to perform better, positively impacting organizational performance. 7. Support for Behavioral Change: Coaching facilitates behavioral change by providing individuals with strategies to overcome challenges and improve their work habits. This support is crucial for fostering long-term changes rather than temporary fixes. In summary, coaching is effective, as evidenced by its positive impact on individual performance, self-confidence, communication skills, ROI for organizations, employee engagement and retention rates, leadership skill development, and support for behavioral change. #genzisourfutre #genz #coaching #genzcommunity

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Revisiting “Models of Consultation” by Edgar Schein (1928-2023) Edgar Schein's wholistic approach outlines different assumptions about the roles of consultants and clients in solving organizational problems. In the first two models, the consultant is perceived as the expert who diagnoses and solves the client's issues. This can create a dependency on the consultant and may not fully address the underlying issues within the organization. However, Schein's preferred approach, the third model, emphasizes a collaborative and holistic method. Here, both the client and consultant work together as equals to understand and address organizational problems. This approach recognizes the expertise and knowledge of both parties, leading to more sustainable solutions and empowering the client to take ownership of the problem-solving process. Here are some notes I keep handy when working with clients. I refer to them frequently as they are very helpful. 𝐏𝐮𝐫𝐜𝐡𝐚𝐬𝐞-𝐨𝐟-𝐈𝐧𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐨𝐫 𝐄𝐱𝐩𝐞𝐫𝐭𝐢𝐬𝐞: The client diagnoses the problem – identifies the solution – and determines they do not have the resources or time to fulfill the need. Assumes the client knows what kind of information or service they are looking for and has determined that the consultant is able to provide the information or service. 𝐃𝐨𝐜𝐭𝐨𝐫-𝐏𝐚𝐭𝐢𝐞𝐧𝐭 𝐌𝐨𝐝𝐞𝐥: The client detects symptoms of ill health but does not know how to diagnose what is causing the problems. The consultant is expected to diagnose and prescribe a program to resolve the illness. 𝐏𝐫𝐨𝐜𝐞𝐬𝐬 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐚𝐭𝐢𝐨𝐧: Creating a relationship with the client permits the client to perceive, understand, and act on the process event that occurs in the client’s internal and external environment to improve the situation (as defined by the client). - Understand what is ‘really’ wrong - help you diagnose what the problems really are - Figure out what kinds of help are needed - selecting a helping theory and practice - Identifying WHAT to improve and HOW to improve it - Diagnose and manage the company’s strengths and weaknesses (and countermeasures) - Only the client knows what will work in their organization - See problems for themselves and think through their own remedies - Consultant provides alternatives The ultimate goal is to pass on the skills of diagnosing and constructively intervening so that you are more able to continue improving the organization on your own. Personally, I consider the definition of ‘Process Consultation’ very similar to business management coaching. Since “consulting’ has become ubiquitous with ‘telling’ or so many consultants selling their solutions, I usually replace Edgar Schein’s ‘Process Consultation’ with ‘Coach.’ #coaching #consulting #managing #managers

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Free Info Call: Science to Skill Coach Training Program   🗓️ Join us on Tuesday, July 30th at 18:00 CEST (16:00 GMT, 12:00 EDT, 9:00 PDT) for a 45-minute free info call about our ICF-accredited integrative coach training program.   I'm thrilled to announce that Sarah Schulz will be joining me on this call! 🤩 You'll have the chance to pick both our brains on how coaching skills and a multidisciplinary approach can elevate your work as a coach, leader, or educator.   Sarah joined my training without formal credentials but with a natural coaching mindset and profound skills. Throughout the course, she asked insightful questions on topics like culture, inclusion, supervision, ethical conduct, and contracting (an often underrated topic!). By the end, she had a nuanced perspective and skillset, recently earning her ACC credentials with the ICF—a testament to her abilities and integrity as a coach. 🏆   What I find most fascinating about Sarah's coaching style is her exceptional ability to bridge different perspectives and topics, making her a uniquely potent match for the content of my course. With her background in engineering and science, she skillfully creates interfaces that connect various viewpoints, fostering spaces where knowledge can be transferred and applied and where exploration, learning, and growth can flourish. 🌱 Sarah excels at guiding others to gain deeper understanding and insights, facilitating positive change. As a coach, she can easily switch from working with the body to working with metacognition, from noticing a shift in energy to diving into powerful metaphors. She has this unique ability to craft completely new visual and emotional languages that resonate deeply with her clients. 🌟   If you're curious about the upcoming Science to Skill Coach Training course in September, join Sarah and me for a casual chat. She'll share insights and highlights from her journey, and we'll be happy to answer any questions you might have. 💬   🗓️ Tuesday, July 30th at 18:00 CEST (16:00 GMT, 12:00 EDT, 9:00 PDT)   Interested in joining the call or know someone who might be? Drop a note in the comments or message me directly, and I'll send you the link! 📩   Nell   PS: Below is an excerpt from the wonderful testimonial Sarah wrote. Reading her words makes me so happy because it captures exactly what I aim to achieve with my teaching. ✨

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Just wrapped up our latest Holistic Coach Certification Program Advanced. What makes our Advanced coach certification program different from our original Holistic coach certification program? 1. You learn the 37 markers to a coaching conversation while gaining the coach education hours you need for the PCC Professional Credential Coach) level. 2. You learn the ICF concept of The Who and The What and how to incorporate into your coaching for a holistic approach. 3. You learn how to bring up exercises within the coaching session so that you stay aligned with the ICF standards. It brings me great joy to see people deepen in their ability to demonstrate the ICF Core Competencies in their own way of being as the Coach and in their coaching skills. Learning the 37 markers helps you feel even more competent and confident as a Coach. Learning The Who and The What adds an extra level of purpose and meaning to the coaching for even better results. Learning to bring in holistic exercises helps the Coach feel equipped should the Client need a little support in where to go next in a coaching conversation. We have 2 cohorts available in 2025: Cohort 1: Starts March 19th, 2025. Meets live via Zoom every Wednesday from 10:00am - 12:30pm eastern time. Last live class is 08/13/25. 8 spots remaining. Cohort 2: Starts October 4th, 2025. Meets live via Zoom every Saturday from 10:00am - 12:30pm eastern time. Last live class is 03/14/26. Class will be off on 12/27/25 and 01/03/26 for the holidays. Enrollment open There is a prerequisite of having taken our Holistic Coach Certification Program, another ICF aligned coaching program or have your ACC. Reach out if interested.

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In coaching, the Agile methodology is a project management approach that involves breaking the project into phases and emphasizes continuous collaboration and improvement. Fellow ICF High Country Board Member Kerri Sutey, an expert in Agile coaching, created an ICF CCE approved workshop that teaches how you can leverage this approach in service of your clients. Follow her link in the post below to learn more!

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Talent, Teams and Transitions have been part of our working experience and yet, dealing with the emotional impact of transitions seems to remain a personal and often hidden process we have been avoiding for a long time. And we do it unconsciously, by saying things with a positive intent : You should be grateful! You should be proud of yourself! You should be looking to the future! and so on... I spoke with one of my mentees this week about the transition from college graduation to the workplace. What happens in between is a series of emotions that bring shame, grief, and all the feelings one might experience going through a new transition in life. She was telling me about the feeling that suddenly, a group of friends are dispersed abruptly across the country. The space that used to be filled with people is now open and lonely. Life is unstructured and uncertain she said. Transitions are many. My experience leaving my country at age 22 is shared by thousands of Americans who made that difficult choice for a better life and yet, this new life comes with the guilt of not being there with loved ones left behind, the anxiety of not having a social support network, and many emotions that may qualify as symptoms of trauma. Our well-being is challenged during transitions. Transitions are inevitable and we must consider that in the workplace, these transitions can not only elicit similar feelings and emotions, but they can also trigger past events and reactions. Think about on-boarding into a new organization, being nominated to a new team for a special project, a change of department and even promotions. They are all experiences of transitions that normally bring up feelings related to fear and loss underlying the excitement of a new beginning. I often say: There is no change without loss. It is true, psychologically speaking. We leave something behind when we courageously take a step forward in our careers and in life. Transitions are delicate states of being and it will be in service of our collective well-being to start to care for this process with kindness, empathy and compassion for ourselves and others going through them. My hope is that we end the Mental Health Awareness Month with a renewed focus on normalizing our experiences and being in touch with normal human reactions to life events. Pausing to become aware of our feelings, accepting them with love and respect, and expressing our emotions with each other with less fear. Caring for one another through ineffable moments of humanity. #leadership #lifetransitions #mentalhealth #well-being #futureofhr #futureofwork

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How do we examine the nuances of what the coach is listening for? We'll review the framework, and I'll share specific coaching examples to assist you. This will have a huge impact on your coaching conversations. Let's go! Core Competency #6 Listens Actively. How do you embody this #ICF Core Competency? https://buff.ly/45hUDT2 Ready to up your coaching game? Check out my upcoming Group Mentor Coaching cohort starting on September 3rd. All the details and a free preview here: https://buff.ly/3WXindd #icfocah #mentorcoach #coachingskills #coachdevelopment

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𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫𝐢𝐚𝐥 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩: 𝐓𝐡𝐞 𝐉𝐨𝐮𝐫𝐧𝐞𝐲 𝐟𝐫𝐨𝐦 “𝐈 𝐂𝐚𝐧 𝐃𝐨 𝐈𝐭” 𝐭𝐨 “𝐖𝐞 𝐂𝐚𝐧 𝐃𝐨 𝐈𝐭” 𝐭𝐨 “𝐘𝐨𝐮 𝐂𝐚𝐧 𝐃𝐨 𝐈𝐭” In conversations with entrepreneur friends, the challenge of sharing responsibility with their teams often arises—while understanding that ultimate accountability still lies with the leader. Entrepreneurial leadership is a journey of growth that unfolds in three phases: 1. “𝐈 𝐂𝐚𝐧 𝐃𝐨 𝐈𝐭”: At the start, leaders take ownership, demonstrate resilience, and solve problems hands-on, building credibility and trust through action. 2. “𝐖𝐞 𝐂𝐚𝐧 𝐃𝐨 𝐈𝐭”: As the business grows, success depends on teamwork. Leaders shift focus to collaboration, empowering the team to share the vision and responsibilities. 3. “𝐘𝐨𝐮 𝐂𝐚𝐧 𝐃𝐨 𝐈𝐭”: The ultimate test of leadership is enabling others to lead. By providing clarity, resources, and autonomy, leaders cultivate a team that operates independently and innovates confidently. This evolution reflects the reality of scaling a business. Effective entrepreneurs know that passing accountability isn’t about stepping back—it’s about stepping up as a mentor and enabler, ensuring the business thrives beyond their direct involvement. In your entrepreneurial journey, every decision shapes your path. Which moments will you choose to act on as a leader? #CoachingForAction Disclaimer: The views expressed are personal and do not represent any organization’s official stance.

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Solid article by Timothy R. Clark highlighting the importance of psychologically safety in fostering genuinely healthy organizational cultures. Psychological safety is about creating an environment where individuals can speak up, contribute, and challenge ideas without fear of retribution. It supports inclusion, learning, and innovation. It’s not merely about being nice or having HR send weekly uplifting messages to the whole company (TL;DR). Understanding these nuances is essential for effectively implementing psychological safety to drive real, constructive change.

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