The people who consult me have one thing in common: they realize that it’s time to expand their field of vision if they want to reach their full potential. They know that to see more clearly, concrete change is needed. What they don’t know is what to do and where to begin to activate the transformation, because so far, the actions they’ve tried have proved unsuccessful, or worse, they’ve generated more chaos.

No matter the nature or scale of the challenge, renewing perspective means making room for a new state of mind. That’s where I come in. To support those who, with honesty and courage, choose to make leadership a personal affair.

My approach is concrete: it’s rooted in the reality of those I accompany. I bring each person to a radically honest assessment of their present situation – exploring their thoughts, feelings, and somatic experience relative to the things they want to change. And then I help the client get specific about their desired future. Once we are clear about how things currently stand and where the client wants to go, we can turn our attention to the steps required to get there.

With this assessment in hand, rather than dwelling on the problem, we mobilize transformative, goal-focused solutions.

I am a fervent supporter of action learning where clients get to use real-time challenges to place themselves in the specific systemic context in which they operate. Much of my work teaches clients to become reflective practitioners, stepping outside the pressures of everyday business and looking at their lives with fresh eyes. This increased personal fluency and self-management produces enhanced leadership and collaboration. You could say my approach is at a crossroads between modern science, ancient wisdom, and practical tools.
It’s where reflection meets action.

While hard skills are important principles of operational excellence, they won’t get us through the complexity of leadership, organizational challenges and relationship building. In the face of complex and relational challenges, it is the socio-emotional competencies that make all the difference; namely emotional, relational, and conversational competencies.

Developing these competencies requires first an understanding, then overcoming the limits induced by our default network – how we habitually think, feel, and hold ourselves physically. It ultimately boils down to if we care about becoming a better leader, we will first work on becoming a better person. The two are indissociable.

Emerging leaders, promising talents, key teams, start-ups and companies of all sizes: lack of cohesion, communication and mobilization are just the consequences of leadership inhibited by a lack of self-knowledge. Leadership, both personal and professional, is not a destination. It evolves as we evolve.

The depth and effectiveness of leadership therefore depend on the determination, no matter how hard and difficult, to dare and to change. In other words, to learn.