Here’s what I’ve learned about coaching as a manager: It’s easy to be a coach when it means providing direction, giving advice and solving problems. Like most leaders, I’m good at it, and I like to do it. Fortunately it’s exactly what people need early on while they’re still learning. But there comes a point where a shift in the relationship needs to occur – where you let go of actively advising them, and they take the lead. It’s what I call the bicycle moment.

This is a critical point – it is the moment of empowerment. It is the moment of shifting from dependence to independence. And as a leader, if you don’t support their making that shift, your people will remain dependent on you.

Many of us have agonized over the right way to say "no." As leaders, we learn to be careful about making negative statements, so we don't dampen people's initiative, demoralize them, or undermine the chances of getting something done.

we forget that there are ways of saying "yes" that can have the same devastating results.

SHRM’s 2012 Employee Benefits research report,

the types of benefits U.S. employers offer to their employees

The report also examines trends in employee benefit offerings over the last five years.

En conclusion, dorer la pilule est efficace. Vraiment efficace.

Bien entendu, pas question ici de dire n'importe quoi et d'essayer de faire gober à des employés, par exemple, qu'une carotte peut réellement donner un pouvoir de super-héros. Vous iriez droit à la catastrophe. Non, il faut user de mots «aimables» pour susciter l'adhésion. Et à force de répéter le message, vous arriverez sûrement à le faire passer définitivement.

There are many do-it-yourself applications available today that let people take control of their learning.

Failure is part of learning; we should never give up the struggle in life.

Sometimes it can be difficult to let go of the past. But often, it's the only way we see any progress. Not only do we need to learn, we sometimes need to unlearn and relearn.

How did the eLearning world end up as irrelevant as it has? What was once a promising medium seems to have floundered into pit of mediocrity.

I think there are two things that relate to each other that explain what has happened here.

First, there are the tools used to develop eLearning.

Constatant l’importance que prend le travail dans les nuages, la firme AFI Expertise, qui aide notamment les entreprises à augmenter leur efficacité, a créé le poste de directrice du travail collaboratif. Marie-Claude Bélanger a été l’heureuse élue.

Marie-Claude Bélanger voit dans les outils collaboratifs l’avantage de mieux intégrer de nouveaux employés. «Ils permettent tous de visualiser l’historique des travaux, c’est-à-dire leur évolution, les prises de décisions, les personnes qui ont collaboré aux différentes étapes de réalisation. Une recrue peut donc prendre connaissance de ces informations sans devoir interroger ses collègues. De cette façon, elle comprend rapidement son rôle pour les prochaines étapes.» Encore du temps de gagné!

Today’s inforgraphic shows a timescale of how communication has evolved over time.

Today’s style of communication represents the direction society a technology is headed, towards a more efficient form of communication.

The Twelve Principles of Collaboration

Strategy before technology

 Listen to the voice of the employee

Now, leading organizations are taking the next step in the journey, shifting their focus from project-by-project application toward institutionalizing change management practices, processes, capabilities and competencies. Instead of addressing change management one project after another, these organizations are investing time, energy and resources to build organizational change management capabilities and competencies.

the creation of a functional group or Change Management Office (CMO)

Latest benchmarking data on the CMO Prosci's 2012 edition of Best Practices in Change Management contains a large section focused on deploying change management broadly across an organization. Below are excerpts specifically related to functional groups focused on change management - the CMO.

mesurer, grâce à des senseurs électroniques, les comportements de communication de près de 2500 personnes membres de diverses types d’équipes dans 21 organisations différentes

le style de communication du groupe a un poids plus important sur la performance que tous les autres facteurs combinés que sont les talents individuels, la personnalité des membres, les habiletés réunies et même les contenus discutés