Services

We put our teaching experience at the University of Fribourg (UniFR), the University of Italian-speaking Switzerland (SUPSI), the Fribourg School of Management (HEG), the School of Social Work (HETS), the School of Education (HEP) and various training organizations at the service of your company or institution.

We tailor our training courses to your specific requirements and needs, for example:

• Conflict management in leadership situations
• Interpersonal communication
• Institutional communication
• Change management
• Leadership development
• Team management
• Storytelling for leaders
• Effective team sessions
• Introduction to psychological safety
• Leadership and mediation

WHAT IS IT?

It’s an assessment process that consists of identifying a person’s technical, social and behavioural skills by their line managers, peers and direct reports, and sometimes even by customers. Feedback is therefore given by individuals at 360 degrees around the person being assessed, and not just by their line manager. The person being assessed also provides a self-assessment. This approach enables the interviewee to receive an analysis of how he or she is perceived from a wide variety of viewpoints.

GOAL AND ADDED VALUE

The 360º Feedback tool enables the person to:

• Receive a large number of feedbacks
• Understand their own personality and effectiveness from a third party’s point of view, which will lead them to question themselves and improve
• Analyse their potential and areas for improvement based on data

This tool also allows the person’s immediate circle to express themselves and contribute to their progress Finally, the 360º Feedback can be used to initiate reflection and discussion within organisations.

As part of a recruitment process, we can support you in the following areas

• Drawing up a profile
• Application’s assessments
• Assessing candidates, including the use of an assessment tool (P.A.P.I.) based on an analysis of motivational factors, suitability for the role and development potential
• Selection interviews
• Support by onboarding, with personalised coaching to ensure a successful transition

SITUATION

A large institution in the health sector wanted to develop the managerial skills of its senior executives.

APPROACH

Based on the priorities and needs identified by the institution’s management, a tailor-made curriculum is developed throughout the year:

• Thematic training days
• Preparatory work for each topic
• Individual coaching sessions
• Individual work based on personal 360° Feedback results
• A toolbox to put into practice the concepts acquired during the training.

RESULT AND ADDED VALUE

• Development of continuous improvement thanks to areas dedicated to experimentation
• Personal development of managers, self-knowledge as a manager
• Development of team skills
• Alignement to managerial objectives and development of a common approach to leadership
• Peer-coaching enablement among managers

SITUATION

An SME in French-speaking Switzerland wanted to strengthen its organisational culture in order to facilitate the implementation of its corporate strategy.

APPROACH

Collaborative and iterative process based on co-construction and experimentation, on the basis of :

• Cultural workshops with the management team and co-creation of a 10-point reference document
• Toobox for executive managers
• Development of an engagement and hardwiring concept to facilitate cultural embedding
• Support for embedding through targeted workshops with selected stakeholders

RESULT AND ADDED VALUE

• A company cultural guide for all employees, managers and members of management (onboarding, meetings, etc.)
• A tailor-made toolbox for managers and senior executives
• A toolbox for employees
• Increased collaboration and trust among members of management (data measured by survey)
• Improved understanding of the company’s strategic direction among executives (data measured by survey)

SITUATION

An umbrella association that had recently merged wanted to develop a new strategy.

APPROACH

Establishment of a governance structure, definition of the vision, issues and strategic objectives with the core team. Involvement and commitment of all staff in defining action tracks Stakeholder management and engagement Consolidation and shaping of the strategy.

RÉSULTAT ET VALEUR AJOUTÉE

• A strategy developed in collaboration with all stakeholders
• Organisation of world cafés, fishbowls and other collaborative sessions in two languages with over 100 people, to gather ideas from the field and stakeholders, while encouraging collaboration and identification with the association.
• A three-year action plan and a 5-year outlook.

SITUATION

The management of a medico-social facility wanted to improve its operations.

APPROACH

Implementation of a flexible coaching programme, based on the needs of the team and the organisation, using a global approach based on 3 pillars:

• Vision and governance (activating leadership)
• Empowerment (mobilising individuals and managers)
• Operationalisation (aligning the formal organisation)

RESULTS AND ADDED VALUE

• Executive coaching focused on situational leadership and team dynamics
• Definition of a tailored leadership approach
• Modification of the organisational chart and ownership by the team through work on roles and collaboration standards
• Clarification of the team’s mission and objectives, definition of the organisation’s vision
• Improvement in team’s effectiveness and collaboration
• Design of an upskilling & development plan

SITUATION

A large Foundation wishes to review its institutional charter so as to provide an up-to-date showcase for what it is, what it does and how it does it.

APPROACH

Implement a participative strategy, involving and engaging all staff in :

• identifying the Foundation’s new core values
• co-constructing the drafting of the charter via workshops
• collective reflection involving all stakeholders on the day-to-day actions in line with the values
• consolidation with the Foundation Board before approval.

RESULTS AND ADDED VALUE

• A code of conduct developed in collaboration with all staff.
• Clarification of the Foundation’s vision and mission for everyone.
• Interdisciplinary meetings to strengthen understanding of each person’s situation.
• An internal reference document showing how the values are implemented in day-to-day practice
• An artistic illustration of the Foundation’s values to decorate the lobby
• An action plan for the Foundation Board, human resources and all managers to implement the core values in governance and management tools.

SITUATION

A child protection service wishes to question and investigate internal ways of working of a specialised institution, both in terms of governance & management and in terms of the educational & interdisciplinary practices deployed.

APPROACH

Implementation of an analysis process involving :

• Stakeholder mapping
• Identification of the scope, in co-construction
• Definition of a communication plan
• Ongoing management of any interpersonal tensions related to the analysis
• Development of a methodology for accessing data from several sources (written documentation, individual interviews/focus groups), giving due consideration to both objective data and the subjective experience of those interviewed.

RESULTS AND ADDED VALUE

• Analysis report
• Presentations
• Recommendations

SITUATION

The elected representatives of a local authority are seeking support in managing multiple conflicts within a department.

APPROACH

Implementation of an analysis process and co-construction of an action plan:

• deciphering the conflict mechanisms at work
• risk analysis
• co-construction of a strategy aligning leadership and external intervention
• co-construction of a proactive communication plan
• reinforcement of the leadership posture in crisis situations (management of mistrust, media risks, absenteeism)

RESULTS AND ADDED VALUE

• implementation of mediation in small and large groups
• development of team days focused on social therapy, thanks to a collaboration with an expert in social therapy from takt’s network
• development of a strategy to support people returning to work temporarily or permanently

SITUATION

A public-utility foundation was changing its organisational structure and recruiting a deputy director – a new post.

APPROACH

Set up a recruitment process with the management and the Foundation Board, covering all stages from defining the scope of the post and the skills expected to managing interviews, deliberations and negotiations.

RESULTS AND ADDED VALUE

• External analysis of applications based on pre-defined criteria – summary
• Communication management
• Assessment P.A.P.I
• Tailor-made interview templates
• Interview management
• Negotiation support

SITUATION

A newly-formed educational team is seeking to align its practices with the socio-educational concept currently being developed.

APPROACH

Implementation of a flexible support process, based on the needs of the team and its organisation, through a global approach based on 4 key elements:

• Mobilising references and standards related to the practice (integration of the practice into a federal and cantonal framework specific to the care of minors)
• Reflection on team issues and challenges (activation of a reflective posture)
• Operationalisation (alignment on operations)
• Leadership support (development of a reassuring posture encouraging collaboration and cooperation within a newly-formed team).

RESULTS AND ADDED VALUE

• Executive coaching focused on situational leadership and team dynamics
• Practices analysis with the team, focusing on internal and external standards, values, target quality, as well as the way in which the team operates in order to fulfil its mission
• Targeted training on federal and cantonal standards relating to the protection of minors in care.
• Collaborative workshop to internally finalise the socio-educational concept

SITUATION

A management team wanted to strengthen collaboration between executives and develop a “leadership development” action plan.

APPROACH

A Stanford study demonstrates that creativity is increased by 60% by walking

During a 2-days seminar, the management team worked in nature. They were given food for thought during a hike, to encourage an open exchange on subjects related to organisational culture and leadership.

At the end of the hike, the senior managers drew up a plan of impactful actions that could be deployed in the short and medium term, based on the reflections and theoretical notions provided.

RESULTS AND ADDED VALUE

• A committed team
• Increased collaboration and understanding of mutual issues
• A step-by-step leadership action plan

SITUATION

A management team wants to develop its managerial approach based on the company’s values. They decide to take advantage of the annual team outing to discuss the subject.

APPROACH

A dog trek is organised with a professional musher. All along the way, food for thought was provided and put into perspective with the life and experience of the Musher and teamwork with dogs.

RESULTS AND ADDED VALUE

• A day that was both fun and useful
• Alignment around desired core values and behaviours
• Establishment of a clear leadership framework, based on the company’s values, on the basis of the day’s reflections.