A coach is always limited. By time. By his ethics. By the coachee’s discourse.

In traditional executive coaching, the coach only works indirectly with the reality expressed by the coached. The coach bases his analyses solely on his observations during the sessions and on the situations told by the coached.

However some specific situations may demand highly efficient and responsive support. This makes it necessary to be able to question directly the facts told by the coached to help him more efficiently.

Therefore in live coaching, not only does the coach plan sessions with his clients, he also takes part in crucial business moments of the manager’s life. The coach attends meetings and can immediately afterwards question his coached in link with his act.

This kind of executive coaching is not a fit for every manager. Naturally enough, it is meant to self-assured leaders with good confidence in themselves.

Indeed the latter are comfortable in interacting with the coach in live and are not put off by the immediate questioning of their ways of doing. Besides through this coaching, they look for new ways of excelling.

How about you? Are you ready to go without a safety net?
Contact us to know more about life coaching in YOUR case.

Diversity, what does it mean to you?
Bane, Boon, Obligations?

The official definition of diversity is not enough to convey the reality of the concept in today’s corporate world. More than the definition in itself, what really matters is how one look at diversity. A recent study showed that companies (of similar size) differ a lot when it comes to investing resources in promoting diversity.

Analyzing the perception of diversity in your organization is therefore the first step to capitalize on the uniqueness of your teams.

Diversity does not come with easy management. But gathering people from different backgrounds and age groups also means more creativity, insightful discussions and therefore better economic results.

Indeed, in a fast-moving world, the ability to adapt to change is a key asset to succeed.

Besides, globalization has made cultural diversity unavoidable. Diversity within the firm therefore helps having a better understanding on what the customers really want by proposing them resources that look like them.

Therefore a pool of diverse people, with different skills would be more prepared to face those news challenges.

Managing diversity is a necessary step in the development of tomorrow’s leader. Diversity (with all its meanings) is a key issue, which needs not to be underestimated by managers.


Managing diversity covers complex issues such as…

• Managing different cultures

- How to work with colleagues from different nationalities with their own cultural background?
- How to handle language misunderstanding within a single team?
- How to create a team spirit despite the distance of the business units?

• Managing generation gap, life journey ?

- How to foster cooperation between Gen Y and seniors?
- How to adapt the company’s tools to every population present in the firm?

… who calls for self-assured leaders ready to take on the challenge of diversity.

Diversity is a key issue in your organization? You want a team who experiments it every day in its functioning? Contact us by clicking here and learn more about what we can

This method allows the realization of creative meetings, no matter the size or the degree of homogeneity of the group.

Open innovation aims at giving back the initiative to the members of the organizations in order to develop creativity as a whole inside the company.


Open innovation takes between a day and a half and 2 days, and is made of several essential steps:

• Inviting the participants: All volunteers, the participants are asked a question before hand in order to get prepared to the discussion. Therefore, all are knowledgeable in the subject they want to debate with the group.

• Agenda of the day and choosing the themes of the workshops: The participants are invited to think about the most relevant themes in their opinion to tackle the question asked. Through this process of sharing, the agenda is everyone’s making.

• Rules of functioning: The participants must abide by clear guidelines and rules, all communicated in a big circle to the participants.

• Splitting off the participants to the workshops of their choice, the latter being made on a voluntary basis and without any notion of hierarchy. Participants are free to work on the themes of their choice, to switch themes, as many times as they feel is efficient. Workshops are therefore created with a true group spirit, since all people working are motivated by a common subject. Each group is responsible for the respect of deadlines and the content. The only duty of the group is to type and produce a report of the discussions to be shared with the remaining groups.

• Following the discussions in each group: a summary of every group’s progress is being broadcast live on the “Grand Journal”. Therefore at anytime, everyone can have an eye on what the others are talking about.

• Prioritizing and deciding action plans: After reading the report, a poll is used to reveal which actions to implement first for the organization, leading to the creation of both a collective and individual action plan. As a result, the whole organization contributes to the strategic plan.

• Printing of a collective report: Summary of the final work of each working group.

This method puts collaborators back at the center of the organization in a perspective of “empowerment”.

The individual has a say over the decisions, he feels engaged, motivated and especially listened to. He works therefore with pleasure and increases voluntary its contribution to the vision of the organization.

Besides open innovation enables the organization in a very short amount of time and with limited costs to gain results even with large-sized groups (2000 people).

Finally the immediate production of a report makes it possible for the capitalization of engaged discussions and accelerate the jump to actions. Both the individuals and the organization take in change.

Interested? Curious? Is Open Innovation the good way to go for your organization?
Contact us…

The concept behind “Business Innovation” comes down to one simple idea: the success of innovation should be measured by the value it adds to the customer.

The first step to implement this is to act on MENTALITIES.

Innovation can’t be spread throughout the company without the support of its members.
Consequently companies should create a creation-friendly environment, enhancing innovating initiatives.

The challenge is therefore about developing executive managers while fostering innovative leaders.

Some ideas to reflect on:

• DARE: make the impossible possible

• OPEN UP YOUR MIND: discover, be inspired by the diversity around you

• DON’T OVERTHINK: use your intuition and don’t put everything on to your brain.

• TRY AGAIN AND AGAIN: don’t give up, most breakthroughs were made after thousands failures.

• CHANGE THE WAY YOU THINK OF CHANGE: “Innovation is the ability to see change as an opportunity- not a threat” Denis Witley

Many obstacles can arise when implementing a global system of innovation.

Firms should therefore:
• Go beyond divisions between departments, which prevent any forms of cross-collaboration.
--> VIVACCI can help you with project-team coaching, to encourage collaboration in between department, functions.

• Focus on responding locally to the market’s needs and drop former processes going from the central to the local level.
--> VIVACCI is by your side in developing your executives. We give you an in-depth diagnosis both on the local and the central level, we tailored the program to your specific needs, and we propose animations, done the “coaching” way.

Stress is caused by a discrepancy between the perception a person has of the constraints of his environment and the resources he has to face them.
However, stress is not bad in itself.
Indeed Stress only becomes a problem when the individual is exposed to it over a long period of time, generating an inefficient work-environment.

Managing one’s stress aims at helping the person get a grip on his stress and re-taking control. Indeed two different kinds of stress need to be addressed.

First the “individual” level of stress (linked to a person, a situation, a project…) needs to be considered before taking into account the “collective” stress resulting from a structure, a way of organizing….

Managing stress is therefore a major managerial stake, which calls for a close HR monitoring. Managers should therefore watch out for behaviors causing stress in order to reset reality and allow a collective improvement.

We are convinced that the main stake in managing stress lies with the individuals’ ability to :
• Take back the control
• Identify the extent to which everyone can act
• Get several perspectives on a situation
• Achieve a degree of liberty in a situation that seems stuck.
• Face his responsibilities toward himself and the others, in order to foster action.

The goal for managers is to handle stress positively.
This comes to answering a simple question: how do I make something useful out of my stress?

Of course, situations maybe arise where one can’t possibly do anything. But the individual can always chose HOW he looks at the situation.
Remember: STRESS is NO DISTRESS.

Stress is an issue in your organization?
Contact us to know more about our program of stress management.