A dynamic Ecosystem
Inspired by the ancestral Japanese art of archery, KYUDO Management™ has been developed by Aurélie Sirdey. This is an Original Approach to find "the right" attitude and action regarding professional issues.
In the Japanese art of archery, the archer does not seek to multiply shots to reach the target. What matters is to do it with one single arrow. The kyûdô calls to pause, to concentrate, to look around before releasing the arrow. The preparation of body and mind affects the quality of the shot. You have to know how to observe before acting. It is a time to pause and be silent, a time for connection with the environment and with oneself.
By developing our inner resources, our sensory skills and our openness, KYUDO Management™ brings more innovation, efficiency, satisfaction and purpose. It is a way to transform frozen states into creative impulse and to focus on the essential. As a result, "action and attitude" become the epitome of the "right" performance. By re-engaging a creative dynamic, it allows one to face many challenges.
Like archery, KYUDO Management™ is a practice.
The quest of immediacy limits the understanding of business issues. Focused on the short term, the business vision narrows. The manager can loose his sight and lock his team into the micro-management.
How to strengthen the ability to project your vision sustainably into the future?
How to reconnect with your long term vision?
How to embody a business project that resonates with both teams and customers?
Nowadays information flows in continuous-time, the emails, texts and messages are overloading inboxes. We promote transversal management and e-leadership, without really knowing how to infuse new working dynamics.
How to work virtuously in a context of digitalization?
How to engage teams around what really makes sense?
How to facilitate working relationships, when our digital screens inhibit these relationships?
How to give a sense of purpose to individual and collective actions?
With the increase of exchanges and the globalization of business, we encounter various cultures and mindsets. The cultural diversity - different ways of being and acting - can generate frustration; impacting the business project development.
How to accommodate our modus operandi with others?
How to have better insight to understand our social and cultural conditioning?
How to develop assertiveness in a context of otherness?
When the consequences of time pressure are "fast achievement" and "doing more in less time"… This feeling of urgency easily affects working relationships and global performance.
How to instill a perception of time that enables human confidence?
How to get rid of the tyranny of speed and slow down?
How to encourage emotional balance and accept our "limitations"?
Types of actions
Customized support dedicated to your personal and business context. Take a unique moment to explore, understand and find your levers of growth and your drivers. Go beyond obstacles, move smoothly and confidently in order to create new possibilities. Become a gentle actor of your professional existence. Develop your performance and openness to change, combining inner balance and collective success.
Allow teams to identify sticking points so as to transform them. Give the chance to find a new working dynamic and a sense of purpose. Provide a reflexive frame to develop personal and collective resources for global success. Confront the different perceptions in order to move forward in a respectful way. Instill the consciousness of being and acting for a better human performance.
These intercompany encounters (Orange, EDF and L'Oréal) question the perception of time and how it impacts the management. This program is designed to offer various perspectives in terms of mindsets and cultures in order to enhance the leader's practices. These meetings were initiated in 2015 by Christine CAYOL philosopher and founder of Cabinet Synthesis, who has lived in Beijing for more than fifteen years.
Training courses and conferences address key management issues:
Leadership Agility in the context of digitalization, The challenge of mind-wandering in the age of immediacy, Individual commitment and collective purpose, The perception of time and the working relationship, Business intercultural challenges…
Individual supervisions are proposed. The approach is resolutely "stretchable" to stimulate the coach's professional practice. It is about encouraging and developing agility in order to get the ability to handle extremely varied clients' situations.
For five years, Aurélie Sirdey has participated in the coaching training at HEC Executive Education.
"We live in a world where speed, screens and mental stimulation dominate. So is it really possible to reconnect with ourselves?"
What pushes us to constantly rush, run and disperse? How to gain lucidity and understand what is going inside and around us? This book is a testament to the dizzying digital changes in our lives, showing the difficulty to be really here in the moment. By taking a simple and fair look, it shows the "digital man" in a context of hyper solicitations and immediacy.
By raising awareness of the "human challenges", this book is a chance to improve our way of living. It invites us to free up from "digital servitude".
Editions Saint-Simon
ISBN : 97 823 7435 0127
To be at your side
• REFLEXIVITY
• PRAGMATISM
• AGILITY
BIO - Graduates from the University of Oriental Languages (in Japanese and Business), Aurélie Sirdey has worked as Marketing Director for international perfumes and cosmetics brands. Her experience of business units as well as her managerial skills have led her to support executives and managers.
Her knowledge of Japanese language allows her to combine Eastern and Western mindsets in order to manage different ways of being and acting. Sensitive to diversity, she likes to build bridges and foster dialogue between business cultures. Her cross-cultural communication skills provide her with interpersonal agility and a deep understanding of human issues.
Focused on action and agility, she is qualified from a coaching school in London. Driven by the change management, she likes to combine the notions of "body and mind" alignment, values consistency and quality of presence. She mainly accompanies executives and managers in a context of change.
References: Cartier, Deloitte, EDF, Lancel, L'Oréal, Maison Landemaine, Oney, Orange, Shiseido, Synthesis…
ETHICS - Her coaching practice is in line with the following European ethical rules of coaching:
1. Skills
In addition to the past professional responsibilities in different companies, Aurélie Sirdey has a theoretical and practical professional diploma of coaching - 2010, (Noble Manhattan Coaching Ltd, London, accredited by IIC - International Institute of Coaching). She uses techniques to support and help the client, while allowing him to make changes in accordance with his own beliefs and value systems. She is supervised.
2. Limitations of skills
The client remains solely responsible for his choices, aware that the nature of the support provided is strictly limited to coaching and is not counseling or psychotherapy.
3. Duty of confidentiality
Aurélie Sirdey is bound by professional secrecy. She takes every precaution to maintain the anonymity of clients, in particular, does not communicate any information to a third party about a client. This confidentiality rule is essential for the establishment of trust without which the process of coaching can neither begin nor endure. The customer is nevertheless informed that in certain serious and exceptional circumstances, where the customer represents a danger to himself or to others, she may go over the confidentiality and take appropriate action.
4. Independence
In a tripartite agreement, unless specified above, Aurélie Sirdey is compelled to communicate nothing of the content of the coaching sessions, neither to the hierarchy of the client, nor to any other third party, and she stays in a position of independence. Aurélie Sirdey keeps the liberty to refuse coaching for personal or ethical reasons that would put her at odds with the application of this charter.
The preceding rules are recognized and accepted by the client. These rules establish a framework for the client and the coach or potential prescribers or third parties who would be involved, directly or indirectly, in the coach / client relationship.