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What Executive Directors and General Managers say:
"We create COMEXs with a low level of empathy or bad bosses who lack the ability to listen and question the feedback of others (creating toxic work environments)"
"We "stretch" High Potentials too much by putting them on important positions without preparing them. We should be preparing them on lower stakes positions."
“Inflated ego is unbearable in a team."
Transversality and Change Management: “There is not enough prioritization, anticipation of schedules or necessary resources; this leads to the stopping of certain projects. There is reactivity when it comes to change but no anticipation of changes in mentality, nor building alliances."
"Undeveloped High Potentials eventually leave as they face a glass ceiling and no personal fulfillment. Those who stay fade (through exhaustion or loss of meaning) or become cynical through a sense of wasted potential."
A positive impact on the management of proximity (in transverse as well as in matrix) as they become:
A non-toxic work environment, therefore serene and with a better quality of human relations.
An increase of collective performance thanks to employees who knows how to work together in an agile and fluid manner.
A better retention and attractiveness of talents for a more robust and powerful organization.
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