How self-knowledge becomes a lever for sustainable leadership

1 To begin with, could you introduce yourself and tell us about your career?

You have four hours to spare? Just kidding 😊
My background is rather atypical. I've had different jobs: bookseller (even though I didn't like reading), field sales assistant (even though I was very shy), in luxury jewellery, designer furniture, then call centre training.
These experiences have given me an in-depth understanding of the mechanisms of human relations, sales and trust.
At the height of the COVID period, I decided to set up on my own, with a very clear aim: to help as many people as possible to reveal their potential and dare to evolve with greater confidence, particularly in their professional posture.
If I can overcome my own obstacles and get out of my discomfort zones, then everyone can learn to activate their own resources and potential.

2. In a demanding professional environment, stress is often unavoidable: what are the first signals that leaders should learn to spot in themselves?

The first signs often appear insidiously: more frequent irritability, unusual tiredness, a tendency to be quick to judge others or to lose patience. Stress does not manifest itself in the same way in everyone. It can also take the form of changes in diet, giving up activities that are usually fulfilling, a drop in motivation, increased impulsivity or difficulty concentrating. By learning to spot these early signs, you can take action before the bad stress sets in for good.

3. Self-confidence is essential for long-term performance. What tools or approaches do you recommend for building it on a daily basis?

The good news is that confidence is always there. It doesn't disappear, it simply retreats when our nervous system perceives a situation as a threat or an aggression. Our bodies are perfectly designed to protect us. The problem arises when the brain receives an inappropriate signal: it reacts as if there were a real danger to be fought, when sometimes the situation simply requires clarification, an exchange or a step back. This is when stress becomes counter-productive. Because stress in itself is useful. It becomes problematic when it is misinterpreted or misused.

Polyvagal theory enables us to understand that we have several states of functioning. When we learn to recognise them and consciously mobilise them according to the situation, we gain in energy, efficiency and serenity.

In practical terms, this means :

• knowing how to rest without feeling guilty when necessary
• mobilise a higher level of energy for demanding situations (public speaking, reframing, decision-making),
• take a step back without falling into procrastination.

Conscious breathing and visualisation are two simple, powerful tools that are accessible to everyone and completely free of charge. Their impact is often underestimated, even though they are effective ways of regulating stress on a daily basis.

4. Polyvagal theory is at the heart of your expertise: how can it help executives and managers in practical terms to regain calm and clarity in high-pressure situations?

When managers understand their own operating modes, as well as those of their colleagues, they learn to recognise their internal states and adjust their stance according to the situation. This saves precious time and energy. Calm, for example, is not always the most appropriate response. On the other hand, it is by returning to an inner state of calm that we can then consciously decide whether it is necessary to show authority, step back or act quickly. In the end, it's not so much what you say or do that has the greatest impact, but the inner state you're in at the moment of action.

Managers also develop a better understanding of their teams. We don't all have the same triggers for stress or fear. I often use the example of the spider: some people freeze, others flee, others attack, while some hardly react at all. Faced with something new, a change at work or a simple piece of information, reactions can be just as varied.

When a manager understands that performance depends above all on everyone feeling secure, he or she is in a position to adapt communication, anticipate reactions and smooth relations within the team. It may seem simple, and that's what often begs the question. But the polyvagal theory is both simple and extremely effective.

5. Continuing training is often seen as a lever for technical skills, but how can it also contribute to stress management and the development of confidence?

Technical skills are essential, but they are not enough if the person is not in the right state to use them. Conversely, when employees are aware of their internal states, they optimise their day-to-day work life: better energy management, more fluid communication, better listening, increased cooperation, development of potential. Stress naturally diminishes, or becomes a mobilising stress, serving performance and collective well-being.

6. As you coach leaders, what changes do you observe in those who adopt your methods: in their posture, their decisions or their impact on their teams?

The managers I coach assume their role and their natural authority more fully. Their communication becomes clearer and more impactful, and their relationships with their teams become calmer and more effective. They take decisions more calmly, with greater discernment, while saving energy and time. What surprises them most is often the simplicity of the tools and the speed with which the positive effects are felt, both for themselves and for their teams. Knowing your internal states changes your relationship with yourself, with others and with the world. On a large scale, it could well be one of the most powerful levers for a more peaceful future.