We are your partners in a relationship of trust whose goal is to make your regeneration succeed. Our inner disposition is anchored in listening, respect, and the suspension of all judgment. Our work begins by helping you to clarify your Intention: what is the impact you wish to generate in your current context, and why? We then accompany you, thanks to innovative methodologies, to move forward on the 4 steps of the continuum that can lead you to this impact:

Naming

assessing opportunities, difficulties, what needs to die, etc.

Committing

identifying and taking one's share of responsibility in the evolution of the collective

Acting

implementing the decisions we have taken

Impacting

checking that our actions have had the desired impact, and correcting if necessary

Our Know-How

1:1 Coaching

We foster the regeneration of people through 1:1 coaching that enables them to better understand who they are, where they come from, and what they deeply aspire to. We help them to untangle their 'true self' from their 'false self', to clarify their intention and to identify their own dynamics of self-limitation. We also help them to make a systemic reading of their role, the challenges and opportunities it offers them, to recognize the people and regenerative dynamics in their ecosystem, as well as those that could threaten this regeneration.
Our goal is not to help you become someone else. Our goal is to help you be more fully yourself; to access all those resources within you that you don't even know you have, or that you forget to use; and to put them at the service of what drives you deeply, of your deepest intention, of your Ikigai.

Team coaching

As a specialist in working with groups, Nexus helps your team have the conversations they need to have, especially those they avoid having. We know how to create the conditions for you to work together on the issues that are important for your collective performance, with respect and transparency.
Whether it's resolving conflict, clarifying roles, strengthening your cohesion, or identifying future work streams, we can help you regenerate by letting go of what can no longer continue for you as a team, and embracing the newness that the emerging future invites you to embrace.

Organisational Consultancy

Nexus' added value is our ability to make links between individual, team and global levels in an organisation, and to keep your head, heart, hands and soul aligned. This systemic know-how, coupled with our international intervention force on all continents and in several languages, enables us to accompany the evolution of your organisation through large-scale projects.
Starting from the regeneration of your Intention, it is in a real co-creation process that we invite you, where each one continues to operate from their own role, but takes it in an innovative way to foster this co-creation.

Training workshops

Often, in order to regenerate the capacities of your team or organization for the challenges it wishes to take up, we custom-build training workshops that will allow you to acquire the necessary skills and know-how for this new phase of the collective.
Our workshops are always directly related to the work issues you are facing. They are based on your concrete experiences of the challenges and opportunities you encounter in relation to the desired evolution; then, a period of reflection, fuelled by conceptual inputs, enables you to make sense of these realities and to identify new courses of action, which you can then formalise in an action plan that you will commit to testing in the field.

We also design and facilitate inter-organizational training workshops on a wide range of subjects at the heart of your concerns.

Aperitifs with a theme

At Nexus, we have developed a "Themed Aperitif" (or "Themed Coffee", or "Themed Tea-time") formula to initiate momentum and stimulate interest within a group, in order to draw on the energy of this large group to initiate larger-scale work. Serious but playful, short but striking moments, we decline them according to the formulas Apéro'Bias, Apéro'Inclusion, Apér'Innov, Apér'Empathy, etc.

Strengthening Start-Ups

At the beginning of the 21st century, start-ups have a strong potential to contribute to the regeneration of the world. Their economic success does not only depend on the right starting idea, the right growth engine and the right business model; it is also the ability of the team to work together in this very intense and loosely-structured environment that will make the difference between those that succeed and those that fail.
Nexus has developed specific support products for the functioning of start-up teams to strengthen them in this initial growth phase, as well as a tool for reflecting on their business model to target more specifically the impact they wish to have in the world.

Our tools

Our tools are inspired by numerous works on systemics and psychodynamics, neurosciences, Dialogue and Learning Organization, Liberated Leadership, but also by Ignatian methods of discernment as well as an in-depth reading of natural ecosystems.

The Coming Into Your Own workshops are dedicated to women who wish to work on themselves and their leadership. The workshops are based on a leadership model that uses 4 archetypes, explored for each participant: empathic, assertive, strategic, visionary leadership. The CIYO has been around for over twenty years, created by 7 women around MIT in Boston and perfected over the years. Within the workshop, there is a series of tools that can be recombined in different ways to meet different needs. Nexus has created different formulas: a two-day “My Leadership in Action” (in collaboration with the Professional Women Network), aimed primarily at an audience of corporate women who want to strengthen leadership in their role. “My Leadership & I”, a one-day formula for Business Schools and companies, for example, as part of development and coaching courses, as well as inter-company courses. Nexus also co-leads these Coming Into Your Own workshops in Italy and France.

A multinational company, operating in 40 countries as part of a global project on inclusion and diversity, needs its leaders and managers to be aware of the unconscious biases in their decisions. Together with the client we co-design one-day workshops for managers and half-day workshops for first levels. The workshops, which are based on the latest neuroscientific findings in the field, are built on films, role-plays, exercises, dialogues between participants, through which progressive awareness of the theme is developed. The work takes place in a playful way, without any moralizing (“we are human, we have biases”). The day ends with a moment of “individual and collective action plans”. All the plans are collected and used to accompany the I&D strategy.

An industrial group in the field of refrigeration wanted to break out of its functional silos to innovate on its products, services and process efficiency, but was confronted with its own culture, which valued cutting-edge expertise but did not favour openness, encounters and the enrichment that otherness could provide. To help them implement their intention, we created cross-cutting teams to promote cross-cutting processes and to identify and disseminate all kinds of new ideas that arose from their interactions. In order for them to function optimally, we trained them in the Generative Dialogue, in particular in the 7 principles of Generative Listening, Generative Speaking, Clean talk / CNV, and the 4 fields of conversation.After a few months, we organized a full day of collective intelligence meetings with more than 200 people involved in this project, led by the project teams we were coaching in their role. About fifteen concrete solutions (products and services) emerged from this day, supported by all the participants, who felt they were co-authors of these solutions.

The merger of 3 entities posed for our client the question of future governance: what governance and operating structure should be created so that each of the 3 entities feels recognised and involved? To unleash creativity while containing the anxiety of disappearing in this merger, we used Kantor’s model (Moving, Following, Opposing, Giving Perspective), inviting everyone to take each of these 4 positions at least once. This group of 15 people was thus able to reflect on solutions without censoring themselves upstream by partisan positions, and in 2 days of workshop, they had found the governance model that everyone was ready to adopt.

A religious congregation of about 6,000 sisters, present in about 50 countries, asked us to accompany them in their reorganization. They wanted this process to include all the sisters in the discernment for and then the identification of the new organisational model. We developed with them a 5-year process based on Theory U: the first 2 years to put all the sisters in a Sensing phase; the third year, a Presencing event to give birth to the new model; then the last 2 years, a Realising phase to prototype and adjust this new model to the emerging reality.

A manager approached us for coaching because he felt close to burn-out. We accompanied him by applying the 5 principles of regeneration to his particular situation:What are some examples that I’m living at the moment of Life being stiffled, and how could I protect myself from that?In what dynamics of compensation do I find myself caught up?What needs to die? What do I not let compost? Why ?Where does Life need to flourish in my present life ? What is it that energizes me?What life-giving opportunities around me can I connect to?To accentuate the regenerative dynamics of this coaching, we conducted some of the sessions in regenerative places: a museum, the banks of the river Seine, a woodland…

An eco-tech start-up asked us to support them in the first 18 months of their creation to strengthen the founding team and to clear up the conflictual dynamics within it. Thanks to a systemic organizational analysis, adapted from the work of the Tavistock Institute, we were able to help them clarify their respective roles and scope of responsibility, as well as flexible but necessary accountability processes. The revelation for them was to understand that, because they have founding roles and operational roles, on the same day, sometimes in the same meeting, some of their conversations involved them in their founding roles, while others involved them in their operational roles – and that the boundaries of authority, decision-making and accountability processes, therefore, had to be different depending on the role from which they were speaking.

One NGO had seen the number of its members decrease for several years, as well as the involvement in the associative life of those who remained. With the help of a Venn diagram composed of the 3 circles Person, Context, System, we first helped them to clarify their Purpose, which, with this tool, is supposed to be at the crossroads of the System (the NGO) and the Context (the world around), and to define itself as the impact that this NGO exists to generate in the world. Thanks to this tool, they realized that they had become a “club”, whose Purpose is limited to serving its members, and that they had to regain their commitment to a transformation of the world if they wanted to keep their members and acquire new ones. After 4 months of accompaniment, the NGO implemented the orientations that had emerged from their collective work with us, and was able to gradually regain its vitality – and its members.

Blended learning workshop on a business model that produces financial, social and ecological value. Nexus has adapted the Business Model Canvas© to integrate the business purpose, at the centre of the model, but also the impacts on ecosystems and socio-systems. The workshop enables participants to work on each of the 12 elements of this new Canvas, explore concrete cases of regenerative business, and test the participants’ business ideas in order to strengthen and enrich them.

A private hospital group based in Switzerland wanted to produce a 5-year strategy to which all managers could adhere. Rather than accompanying the executive team in a visionary piece of work that risked alienating the other levels of management who would not have participated, we accompanied all the managers and the Executive team, over a period of 6 months, to co-create a strategy adapted to the clinical and financial challenges of the next few years. Managers had to learn to put clinical needs at the centre of their financial thinking, and clinicians had to learn to imagine clinical solutions that were financially feasible. Once the strategy was co-created, it could be deployed immediately. There was no longer any need to take time to get managers to buy into it, since they were co-authors.

A multinational company wants its managers to be aware of the importance of networking. We decide to design together a team “Treasure Hunt” type game using the city as a playground and to work on the players’ ability to see it as a network of relationships to create alliances on their own goals. A company needs its managers to meet the challenges of inclusion and diversity and to produce innovation. We organize a series of visits to other companies and testimonials from leaders of other companies that have been able to generate value through I&D. These days are also an opportunity to reflect on leadership and its role and what generates results.

We use “The Tree of Life”, a tool derived from narrative techniques, when, during individual or group coaching, we find it difficult to recognize the talents, resources and results obtained by the people we coach. Marie, the manager of a large company, during an individual coaching session, comes to an impasse: she can no longer trust herself, she feels devoid of talent. We devote a session to building her “Tree of Life”: we start from her roots, then from her personal history, then from the trunk, her skills and so on until we arrive at the gifts that life has given her. This work accompanies us for a few sessions, so that we can help her map her resources and have a basis for developing confidence and resilience.

An international religious congregation, in a secularized context such as that of Canada, wishes to reflect together with the laity who have been collaborating with them for many years on the transmission of its charism and works. We decide to accompany them in the framework of collective intelligence and in particular through the “Transformative Scenario Planning” process. After some preparatory meetings, we organize a large meeting of two and a half days with about a hundred religious and lay people. The large group, through successive stages that allow for the release of collective creativity, produces ten scenarios of the future from which it analyzes the implications, resources, possibilities, obstacles… These scenarios then serve as a guide for the leaders of the congregation to make concrete decisions about the future and begin to realize it.

The technical support department of a large French company wanted to improve the relevance and quality of its response to its internal customers. Initially, they asked us to lead a one-day brainstorming session on possible ways to improve, but in the initial needs-analysis interviews we had with them, it became clear to everyone that all they had so far was their own perspective, and that they lacked the perspective of their internal customers (diversity of functions, and therefore of needs), as well as a benchmark on what was being done elsewhere. We therefore proposed a Design Thinking approach, with, initially, an immersion phase with internal clients and also with benchmarks. We then led a creative seminar for the entire department, but to which we also invited a number of internal clients. Many concrete avenues of innovation emerged from this; we accompanied them to test them in successive iterations, and today this department has completely evolved not only its services to its internal clients, but also the very relationship it maintains with them, which allows much better detection of the need upstream.

An investment platform, which had just merged at European level, asked us to help them clarify collectively a 3-year vision, as well as ways to move forward in the first 6 months. The challenge was to involve all 100 executives, product managers, market managers, portfolio managers, etc. in this co-creation so that they would be fully authors of this common future. After a series of focus groups based on Appreciative Inquiry, to bring out all the synergies and new opportunities possible, we brought these 100 people together for an away weekend, where we started with a World Café to energize the group and spread all the wealth of ideas already shared in the preparation phase. Once the cohesion and energy of the group was ensured, we then invited them, through an open forum, to draw on their collective creativity to bring out concrete projects to move forward, and then let the group select those in which they felt ready to get involved. In one weekend, the group went from a collection of small, disconnected teams to a collective united around a vision and concrete projects carried by people motivated to move them forward.

A medium-sized company in an innovative sector is going through a difficult phase, particularly because of certain conflicts within its executive committee. We propose a project to accompany the passage to the maturity phase, in which a 360° assessment is planned for the members of the Executive Committee. We start by defining the leadership model adapted to accompany the growth of the company and its skills. We build the 360° evaluation form and take care of its management, reporting and feedback.

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