
Is listening really perceived? — in the canton of Neuchâtel
Single context; replicate locally before generalising.
207 articles on leadership, management and soft skills in the canton of Neuchâtel.
Our training in the canton of Neuchâtel
Single context; replicate locally before generalising.

Single context; replicate locally before generalising.

Single context; replicate locally before generalising.

Single context; replicate locally before generalising.

Single context; replicate locally before generalising.

Single context; replicate locally before generalising.

Single context; replicate locally before generalising.

Single context; replicate locally before generalising.

Single context; replicate locally before generalising.

Why do employees withhold ideas or concerns? Voice research highlights the role of the direct manager.

Switching tasks leaves part of attention on the previous one. Research has measured this effect and the related stress.

Once you know something, it is hard to imagine not knowing it. Research has measured this bias.

Raw observations from field engagements in Neuchâtel — what executive leadership says, unfiltered, about an organisation's health.

An operational 90-day plan to anchor executive leadership in a team or committee based in Neuchâtel.

Experiential synthesis: what works, what no longer works, and what is never said publicly about executive leadership in Neuchâtel.

Four weak signals redrawing the practice of executive leadership in Neuchâtel this year.

Three approaches to executive leadership compared in the field — costs, durations, observed results from Neuchâtel.

Cultural and economic reading of executive leadership seen from Neuchâtel — local specifics and transferable lessons.

An anonymised engagement with a team based in Neuchâtel — starting point, programme deployed, six-month results.

Concrete levers to advance executive leadership in Neuchâtel — proven methods, real cases, common mistakes.

Avraham Kluger et Angelo DeNisi (1996, Psychological Bulletin)

Carsten De Dreu et Laurie Weingart (2003, Journal of Applied Psychology)

Acknowledging limits and highlighting others' strengths can legitimise learning across the team.

Theoretical model, widely tested since.
Cities: Neuchâtel, La Chaux-de-Fonds, Le Locle. Sectors: microtechnology, watchmaking and microelectronics.