"We do not solve a problem with the modes of thought which generated it"
Nowadays, companies are faced with a real challenge to broaden their awareness as an organisation and no longer only take into account economic issues if not environmental and human ones. I propose to support you on the human approach, to go beyond the purely "resource" vision that the individual represents for the organisation and strive towards a "potential" vision. What is an organisation if not the sum of its collaborators? Imagine an organisation where everyone could unleash their full potential ...
Being successful should no longer be detrimental to our mental, physical and emotional well-being. It is possible to be successful while being happy to be!
Employees today no longer see their profession as a single source of economic income, but as a means of bringing their talents to life and contributing to society. As a result, the boundaries between professional and personal life are becoming increasingly blurred and work is an integral part of people development.
Corporate social responsibility is rooted in employees' development. How many collaborators really enjoy and are still motivated today? It's time to dare to change!
A fulfilled employee is a creative, curious, spontaneous worker, who knows how to adapt to changes and who, above all, loves his job because he finds meaning in it personally, not just economically. If it is their own responsibility to want to develop their potential, nowadays companies must support this approach to combine happiness and performance if they want to deploy a win-win approach,
My approach is based on an active and involving pedagogy of the participants, on the use of the body as a tool of self-knowledge and on the use of the two brains, namely the rational and the emotional, to get out of the traditional training patterns. Knowledge is only transformed into real understanding and awareness once it is experienced internally. By being not only intellectual, but also emotional and physical, it becomes integral, and the individual feels fuller. This is called well-being.
The majority suffering cases at work arise from a relationship problem, whether with the organisation, with a department, a line manager or a colleague. We all build our armour since we are children to protect ourselves from rejection and suffering and we continue to use it sometimes in an unsuitable context and where the danger exists only in our representation of reality. Coming out of this armour, we are truly in relationship, without that wall that separates us from the other and then we can really move forward.
What I propose is a well-being approach in business dedicated to the humans who compose it, not to forget that they are simply human. And as humans, they need to reconnect with themselves to offer their true potential, not only the one expected by the organisation in search of performance, but that which allows them to perform well without suffering, being just happy to be. Each of the activities I propose, whether in the form of lunchtime activities, training workshops or individual counselling, all have the same goal: to develop self-awareness. To see oneself, to observe oneself, to emerge from automatisms in order to be able to open up one's vision of oneself, others, and organisation. And when we open our vision, what was perceived as a threat can be seen as an opportunity for growth for oneself, others, and the organisation.