Transforming Leadership through Intuition and Audacity

Can you tell us about your background and what led you to found Intuito?

With a technical background, I developed a passion for electrons in micrometric dimensions as an integrated circuit designer. In 1993, I took over as IT director at CSEM, then co-founded UDITIS in 2000, a company specialising in information systems. Today, UDITIS is part of the Sequotech group, with nearly 270 employees. I was proud to hand over the management of the company to one of my long-standing partners. Throughout my career, technology has always provided answers, often complicated but rational, whereas human relations have always proved more complex. Since 2005, I have focused my new training courses on people as a complement to my factual roots. Through management psychology, then through training as a coach and in quantum bioenergy to increase my knowledge. I enjoy discussions about innovative ideas that often still lack scientific proof, but is that always necessary? My purpose in life is to experiment while remaining firmly grounded, but willingly challenging our certainties, conditioning and beliefs. That is what led me to create intuito to guide leaders towards a paradigm shift.

What do you think are the essential skills for a business leader?

It is about acknowledging that humans are complex and that their uniqueness is an asset. They must be good servants when the sky is blue and know how to make decisions by surrounding themselves with the right skills when the sky is grey. They must be the guardian of the meaning and values of the legal entity. They must possess several skills, such as: inspiring, listening, committing, regulating, supporting, questioning, facilitating, bringing people together, setting an example, guiding and energising. They must trust those who do the work because they know what they are doing! They must surround themselves with people who are stronger than them. Be open to intuition, which is a valuable resource for a leader and their company. Complemented by objective data and information, intuition can help us make quick decisions, identify opportunities, detect potential problems, or interact with people.

What common mistake do you see leaders making, and how can it be avoided?

 Too much ego is often the first challenge. Coaching can help mitigate this attitude. Economic and profitability pressures are the greatest sources of stress for managers. When employees and customers are satisfied, the results are often good! They are therefore the consequence, and as such, managers should invest in their team members' skills and create a diverse team.

What advice would you give to a manager who wishes to develop their leadership and management skills?

Be aware that processes must exist and be respected. Therefore, be grounded, but also know the limits of our awareness and be open to complementary paths to go beyond what is known. Deciding is much more than choosing; it is acting before knowing everything. It is intuito's raison d'être to support leaders in daring to trust themselves.

What tools or methodologies does Intuito offer to help managers better manage their teams?

Listening. Leaders are often alone. They meet with a board of directors four times a year, and their management colleagues rely on them for difficult questions. Mentoring is an intuito tool. Another service involves working on intuition with a training programme called impact6: the intuitive leader! Why not! An experience to be «lived» by a few candidates who are open to deepening or discovering a world that complements rational knowledge. This experience is daring, unsettling, provocative, revolutionary, avant-garde, confidential, unique and intuitive. I deliver this training with Sabrina Streit from NESWA, and we have developed it into conferences, workshops and short training courses.

 Can you share an example where your approach has enabled a company or manager to transform their leadership style?

 Naturally, I am bound by confidentiality with my clients, but we reviewed our Impact 6 training candidates and several of them reported finding it easier to make decisions. Several also mentioned that they had reduced the stress of uncertainty associated with the complex role of a manager.

What do you think are the challenges ahead for managers and leaders in tomorrow's professional world?

 Be humble, open and attentive. Know how to get team members on board by valuing their strengths and accepting their weaknesses, which are compensated for by the strengths of others. The manager of 2025 must be serious about processes but dare to embrace uncertainty. They must get teams dancing, knowing how to maintain a permanent imbalance that ensures dynamism and movement within the company. They must energise and remain vigilant so as not to fall in love with their own ideas. They must know how to exercise rights such as deciding, selling and consulting, and duties such as participating, staying informed and delegating, and often finding consensus!