Training and seminars
Every programme below is modular. Take a whole training, or only the modules that deal with what is actually holding your managers back.
Managing in Switzerland means leading teams of several nationalities, working languages and employment statuses.
6 trainings
Selling in Switzerland rarely means convincing quickly: the cycle is long and the decision is made by several people.
1 training
Understand how you operate before trying to adjust how others do, with DISC and the Enneagram.
3 trainings
Team coaching does not pass on content: it works on a team's real situation, cohesion, how people work together, a shared vision.
1 trainingAll trainings
Communication and self-awareness
Two days on two complementary instruments: DISC describes how someone behaves, Driving Forces describe what drives them underneath. Each participant receives their individual report and leaves with a strategy for the people they find hardest to work with.
Sales
Two days to sell by asking better questions rather than reciting better arguments. The programme works on discovery, real qualification of a deal, and reading the person across the table.
Seminars and team coaching
For a team that no longer decides, two departments passing responsibility back and forth, or a group reshaped after a reorganisation. The work starts with a diagnosis, which may conclude that the problem is not where everyone thought.
Communication and self-awareness
Understand why you communicate the way you do before trying to change anything. Two days: an Enneagram test to place how you operate, then practical techniques to ask, refuse and criticise without attacking.
Management
The firm's core programme. Three days to stop settling everything case by case and to have tools that hold: set a frame, correct without humiliating, delegate for real, and adapt how you work to each person.
Management
In a country where salaries are already high, a pay rise is no longer what keeps someone. Two days to organise motivation differently: twelve practical levers, mediating a conflict, and a team vision that people take on as their own.
Management
Managing at a distance is not doing the same thing through a screen, especially when part of the team crosses a border every morning. One day to set clear rules from the start, write objectives that can be read without you, and keep rituals that do not wear away.
Management
A badly designed team board becomes a noticeboard nobody looks at after a month. One day to build yours, decide what deserves a place on it, and run the daily meeting so the team takes ownership of it rather than putting up with it.
Management
The same feedback produces a useful rethink in one person and a month of withdrawal in another. One day to recognise your profile, read your team's, and stop managing everyone as if they wanted what you want.
Management
In Switzerland, change is rarely decided by one person: it is built by consensus, and that is often where it stalls. Two days on Kotter's eight steps, applied to a change you are actually leading, to move forward without bypassing consultation.
Communication and self-awareness
The long format, with a third day a few weeks later. Three days to place your profile, understand where your way of communicating comes from, and gain practical responses to aggression and manipulation.
