Coaching and Culture

INSEAD (2) HBR (1)

Beyond Coaching Psychobabble: Let the Buyer Beware


In this article, Manfred Kets de Vries warns us against marketing pitches from some executive coaches. Having worked with Manfred on a consulting asignment when I was with Bain and having also followed his teaching as a participant to the EMC program at INSEAD, I appreciate this humble…

How to Coach a CEO


In this article, Manfred Kets de Vries shares his wisdom on the art of CEO coaching. The coaching role, as described by one of my key coaching authorities, illustrates very well the approach and working alliance which I aspire to in my coaching practice.


Successful coaching involves working…

Coaching for change - How to help employees reach their potential


In this article, Richard Boyatzis, Melvin Smith and Ellen Van Oosten share their views on how a boss, a colleague, a friend or a spouse, introverted or extroverted, emotional or analytic, or high or low on the totem pole, can learn how to facilitate life-enhancing change in those around them.


Continuous Performance Management

HBR (2) Les Echos (2) Institutional (1)

Soon the end of annual appraisals?


This article presents case studies which are very consistent with the Continuous Performance Management framework I am promoting with my partner Clear Review. It also mentions the Deloitte report on 2017 HR trends: 95% of interviewed managers are dissatisfied with annual appraisals. 06%-70% employees consider this is a waste of time. 70% HR Managers consider it as ineffective.


Bientôt la fin de…

Why Feedback does not work?


We promote a continuous performance management approach. However, Managers must be effective and relevant for this to work. This article from HBR is a good illustration of these difficulties and the reasons why change management and support for managers is critical to the success of such a process.


Managers today are bombarded with calls to give feedback - constantly,…

The French National Agency for Improvement of Working Conditions (ANACT) made, back in 2011, clear improvement recommendations for annual appraisals


Benchmarking practices, through interviews of HR Directors from large French companies in 2011, ANACT, a French government agency, identified vigilance points and extended recommendations very much in line with the Continuous Performance Management approach I am promoting with my partner Clear Review.

Vigilance points mentioned by ANACT:

  • Objectives setting
  • Self-assessment…

Why not switching to continuous feedback?


French business press regularly reports companies switching to Continuous Performance Management. The consulting firm, Mazars, is very much in line with the approach we used at Bain and the Continuous Performance Management framework I am promoting with my partner Clear Review. Note that Mazars is using Workday, which is not a dedicated continuous performance management tool: implementation is nevertheless bringing benefits.

Let’s Not Kill Performance Evaluations Yet


This article by HBR shows that the implementation of a continuous management of the performance must be done with precaution. If appraisals are not providing value in terms of improving employee performance, it may be tempting to simply stop doing them and leave it at that. In fact some organisations. In practice, the Facebook example shows that, when you completely remove formal performance management processes,…