This may seem silly but it is very studied

Experience date from ten years ago, and yet Christophe Carrier, Director-General shall ensure and prospective in Leroy Merlin, remember in great detail. "We were 12, HR patterns, regional directors, patterns of stores." Found a kilo and a half of clay, with a single directive for four hours to create the statue the more voluminous as possible. We have had but we were all proud of us. Then, the moderator asked us to bring our work to do that. In the beginning, it simply juxtapose our creations, because none was prepared to amputate his work. But after three hours to turn in a circle, one of the participants has dismantled his statue. Then all followed and our speed of creation has been exponential. In half an hour, we had finished. "From this experience, Christophe Carrier retained one thing: there is no point to push individual excellence as result in a point of no return at the time where we need to work collectively. "I I would have never also understood it if I do it I had not lived", he added.

An experience which shows that training for leaders have nothing to do with the acquisition of theoretical knowledge. Talking actually less training development to evolve her vision of things and situations, therefore its behaviour. Hence the frequent use of diversion strategies with, very often, a single word in order: surprise, even destabilize the key stakeholders. PPR is thus to develop training that has interloqué more than one: "develop your assertiveness. "I wondered what it meant in terms of content and objective", confirms Alexandre de Brettes, Director of the financial statement of the group. In reality, this is merely to improve its decision-making of speaking in public, through exercises filmed and then analyzed with a coach. Even if its function suggests that he knows "communicate", Alexandre de Brettes recognizes that the exercise has been positive: "I have taken the time to come back on fundamentals, such as gestures." This allows to take back but also to make progress, because it is very individualized.

Moses to Napoleon

Bernard Kriegel, Director of the cabinet Braunstein & Associates, specialized in the design of programs for leaders, goes further. He does not hesitate to post, for several hours, officials in a McDonald's in Bombay. "This may seem silly but it is very studied." "To understand the habits and customs of the Indian middle class and win several years in terms of understanding of this market", he explains. The requirement is therefore: what experience it should not be a mere intellectual stimulation, but also enter the daily life of the leader.

Conferences or seminars, "action learning" or "learning expeditions"... Training organizations are plenty of imagination to capture the interest of a ruling class more moves for a simple course of strategic and financial analysis. Remains whether we can expect from such benefits. Eric Cosserat is CEO of a small business specializing in business furniture, dpg, and since six years, he would rate no dinner-debate organized by Key People, firm specializing in the training of leaders. Philosophers, economists or historians come to speak about the legitimacy of power from texts of Shakespeare, of the report at the time through writings Sénèque, or the difference of approach managerial between Pharaoh and Moses. Very rewarding in terms of general culture, Eric Cosserat seems also satisfied with the contribution of these discussions on his style of management: "This referred me to my own practice." Following this Conference, I went to a pyramidal management to a more participatory vision.

In another Jean-François Cherrid, Director of marketing France of Auchan, remembers the intervention of a general retirement describing a Napoleonic battle: "If Napoleon had followed logical arguments, it would have not adopted the plan of battle which led him to victory. However, he succeeded in convincing his troops to follow. This is reflect on how to make certain decisions and motivate his team. But this work of transposition into practice daily, only the leader may do so. Even if the expert needle us, there is a personal work.

Awareness

Another formula: "learning expeditions". The principle is simple: for a week, a dozen leaders go to a foreign country, in Asia, in India or in the United States, and visit companies with a business model or innovative managerial practices. Leroy Merlin practice this kind of shipments for fifteen years already, but the craze date mainly from the past five years. Lafarge, Renault, Schneider Electric, Gemplus or even Sita France followed the movement. "The objective is to compare their practices with those of other economic actors and that they call into question their thinking patterns," said Pascal Baudry, WDHB Consulting Group President, firm specialized in learning expeditions. "We learn all of the companies that we visit the other participants, said Eric Rondolat, Director General of activity electrical distribution in Schneider Electric.". In we speaking of their experience and their practices, they give us ideas.

So this is not confined to a nice leisure trip, meetings are held every day of the week to see how transpose what may be back in France. "Force live together and these highly structured meetings, the leaders of a group are obliged to say things rather than stay in."

Experience date from ten years ago, and yet Christophe Carrier, Director-General shall ensure and prospective in Leroy Merlin, remember in great detail. "We were 12, HR patterns, regional directors, patterns of stores." Found a kilo and a half of clay, with a single directive for four hours to create the statue the more voluminous as possible. We have had but we were all proud of us. Then, the moderator asked us to bring our work to do that. In the beginning, it simply juxtapose our creations, because none was prepared to amputate his work. But after three hours to turn in a circle, one of the participants has dismantled his statue. Then all followed and our speed of creation has been exponential. In half an hour, we had finished. "From this experience, Christophe Carrier retained one thing: there is no point to push individual excellence as result in a point of no return at the time where we need to work collectively. "I I would have never also understood it if I do it I had not lived", he added.

An experience which shows that training for leaders have nothing to do with the acquisition of theoretical knowledge. Talking actually less training development to evolve her vision of things and situations, therefore its behaviour. Hence the frequent use of diversion strategies with, very often, a single word in order: surprise, even destabilize the key stakeholders. PPR is thus to develop training that has interloqué more than one: "develop your assertiveness. "I wondered what it meant in terms of content and objective", confirms Alexandre de Brettes, Director of the financial statement of the group. In reality, this is merely to improve its decision-making of speaking in public, through exercises filmed and then analyzed with a coach. Even if its function suggests that he knows "communicate", Alexandre de Brettes recognizes that the exercise has been positive: "I have taken the time to come back on fundamentals, such as gestures." This allows to take back but also to make progress, because it is very individualized.

Moses to Napoleon

Bernard Kriegel, Director of the cabinet Braunstein & Associates, specialized in the design of programs for leaders, goes further. He does not hesitate to post, for several hours, officials in a McDonald's in Bombay. "This may seem silly but it is very studied." "To understand the habits and customs of the Indian middle class and win several years in terms of understanding of this market", he explains. The requirement is therefore: what experience it should not be a mere intellectual stimulation, but also enter the daily life of the leader.

Conferences or seminars, "action learning" or "learning expeditions"... Training organizations are plenty of imagination to capture the interest of a ruling class more moves for a simple course of strategic and financial analysis. Remains whether we can expect from such benefits. Eric Cosserat is CEO of a small business specializing in business furniture, dpg, and since six years, he would rate no dinner-debate organized by Key People, firm specializing in the training of leaders. Philosophers, economists or historians come to speak about the legitimacy of power from texts of Shakespeare, of the report at the time through writings Sénèque, or the difference of approach managerial between Pharaoh and Moses. Very rewarding in terms of general culture, Eric Cosserat seems also satisfied with the contribution of these discussions on his style of management: "This referred me to my own practice." Following this Conference, I went to a pyramidal management to a more participatory vision.

In another Jean-François Cherrid, Director of marketing France of Auchan, remembers the intervention of a general retirement describing a Napoleonic battle: "If Napoleon had followed logical arguments, it would have not adopted the plan of battle which led him to victory. However, he succeeded in convincing his troops to follow. This is reflect on how to make certain decisions and motivate his team. But this work of transposition into practice daily, only the leader may do so. Even if the expert needle us, there is a personal work.

Awareness

Another formula: "learning expeditions". The principle is simple: for a week, a dozen leaders go to a foreign country, in Asia, in India or in the United States, and visit companies with a business model or innovative managerial practices. Leroy Merlin practice this kind of shipments for fifteen years already, but the craze date mainly from the past five years. Lafarge, Renault, Schneider Electric, Gemplus or even Sita France followed the movement. "The objective is to compare their practices with those of other economic actors and that they call into question their thinking patterns," said Pascal Baudry, WDHB Consulting Group President, firm specialized in learning expeditions. "We learn all of the companies that we visit the other participants, said Eric Rondolat, Director General of activity electrical distribution in Schneider Electric.". In we speaking of their experience and their practices, they give us ideas.

So this is not confined to a nice leisure trip, meetings are held every day of the week to see how transpose what may be back in France. "Force live together and these highly structured meetings, the leaders of a group are obliged to say things rather than stay in."