Leadership expertises


Leadership expertises


As American psychologist Amy Cuddy puts it so well, “To understand other people and their life stories – who they are and the forces that shaped them – we need to understand ourselves and our life stories – who we are and the forces that shaped us.

Too many of us still don’t understand ourselves well enough to take a step back. Developing a deep and honest self-awareness is an essential part of the radical learning we need to do today. »


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Leadership expertises.

What is self-knowledge.

Self-knowledge is knowing oneself. It is knowing what makes us move, act and decide. It is knowing our resources and our areas of greatest fragility or weakness. It is being vigilant with regards to some of our behaviors that can take over automatically (to the detriment of other behaviors more adapted to the situation) and that act against our objectives and actions as leaders.

Helping others can be an important source of motivation for a leader. Understanding that over-investing in helping others can put the leader in difficulty in his or her daily challenges is an important realization.

Learning to make good use of one’s extreme attention to detail is an undeniable asset in managing oneself and one’s time as a leader. How can we ensure that what can become a form of extreme perfectionism does not become a trap?

Realizing that one puts other people’s priorities before one’s own in a quasi-systematic way is the first step in a process of personal and professional development. Becoming aware of this self-sabotage makes it possible to decide what to do about it when old automatisms reappear.

Understanding as a leader that you lean more on the introverted side or on the extroverted side can lead you to guide a team in a more efficient way only by changing a few parameters that will make all the difference in your  daily work as a leader.

It also allows you to better manage your leader’s energy: know where your limits are and manage them intelligently.

Detecting behavioral intolerances in interactions with others allows the leader to develop other behavioral responses in order to maintain the best possible communication with his collaborators on a daily basis. Once detected, these irritants can be managed in order, for example, to give feedback correctly, to live positively with employees and to convey his messages and values on an ongoing basis.

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Leadership expertises

The challenges of self-knowledge.

Without self-knowledge, it is more difficult to take a step back from the events that occur in one’s daily life as a leader.

Knowing oneself better enables leaders to better assume one’s responsibilities and decisions.

Self-knowledge allows us to know our strengths, the actions or behaviors we adopt with desire and passion; and the actions and behaviors we adopt with more difficulty and for which it will become necessary to find different motivational strategies.

Self-knowledge allows you to take a step back from your own development as a leader; it allows you to develop in an adapted way and to always move forward.

Knowing oneself better also makes it possible to detect external stress triggers. Once these elements are known, it is easier to manage them. Knowing which situations are the most stressful for a leader and what are the triggers of this stress, makes it possible to work on reducing the intensity of the stress or its appearance altogether.

Viktor Frankl said that “between a stimulus and its response, there is a space.  And within that space lies our power to choose our response. In our response lies our growth and our freedom. »

Not falling into our behavioural automatisms and developing a wider range of behavioural responses is proof of our great adaptability. This is true self-leadership.

At Become a Leader, self-knowledge is developed during profil’INC’s debriefing, the inventory of personalities, assertiveness and adaptability that we offer to our participants at the very beginning of the leadership development program.

This self-knowledge is then enriched during the first two days of the leadership development program through exercises emanating from coaching, neuro-linguistic programming or the neurocognitive and behavioural approach.

Regardless of the sectors in which leaders operate, this self-knowledge is necessary for leadership development.

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