Research and development
in Intelli7®

Coach - Author

Manager Ensemble (digital offering) - Coût du non-management (E-book collection) - L'Eléphant Mimosa (play)

Intelli7 is a fantastic tool for local managers to decide to consciously modify their managerial practices.

The manager's understanding of his 7 Priority levels enables him to adapt his behavior based on his personality.

He can thus discover the managerial practices that are most natural to him (because they are in phase with his Priorities 1 and 2) and those that are furthest removed from him (Priorities 6 and 7). This identification, based on the tool, enables him to choose the most useful avenues for progress.

The local manager can progress, step by step, according to the wide variety of analyses offered by Intelli7.

Intelli7 is both a tool for individual progress and a support tool, in the hands of coaches. The fact that the same analysis information is shared (as soon as the profile is returned) provides the manager and his or her coach with a common support for unavoidable professional development.

For all local managers who have benefited from higher education (doctorate), this is an essential tool for their professional advancement. They have the intellectual training (capacity for abstraction) that enables them to decide for themselves on the best choices for behavior in situations (managerial practice).

But the tool is also very easy to access and immediately speaks to all those who are willing to improve their behavioral awareness and professional mobility.

My references:
Veolia, OMS Energie, Administration Pénitentiaire, Défenseur des Droits, Orange, Weylchem

Conseil en organisation et management

My expertise lies in structuring fast-growing SMEs. For the managers of these companies, it's all about proving oneself in order to survive. Everything moves very fast, and we can be confronted with poorly explained situations, often linked to human dysfunctions, which act as a brake on development.

In this type of context, the Intelli7 model, which is highly visual and easy for anyone to grasp without being an expert, enabled me to easily capture the attention of managers and get them to usefully reflect on the question of matching human resources to the company's needs: how do we know if we have the right man at the right place?

I've used Intelli7 in a variety of ways, but when it comes to structuring companies of this type, I'd like to mention two that have generally made a real difference.

The first consisted, through a better understanding of the behaviors sought, in limiting decisions calling on the garbage can model.

This often unsuccessful strategy leads to recruiting for high-level positions, without too much formality or discernment, a person from the immediate environment. When the scope of recruitment is broadened and the desired behaviors have been clearly identified, the company has a better chance of recruiting an employee who will effectively support its development strategy.

The second type of action was to help reposition certain employees who were unsuitable or suffering in their jobs.

With the help of coaching based on a profile, we can help people to better understand their preferred operating modes and thus find their place; particularly on the manager/expert axis.

This helps repair a number of mistakes often made right from the start of the company.