For more than ten years I have worked in international corporate environments, mainly in sales and in direct contact with clients.
I know well the pressure of targets, constant change and the need to adapt to structures, processes and ways of working that do not work in the same way for every person, team or market.
This has always made me think about how far we can adapt without losing our own way of thinking, relating to others and doing things.
That is why there is one question at the heart of the work I want to do with companies:
How can we achieve results without feeling that we have to move away from who we are and how we work in order to get there?
For me, wellbeing and performance are not opposites.
We can work towards demanding goals, take responsibility and want strong results, while still leaving room for boundaries, professional judgement and different ways of getting there.
My work focuses mainly on three areas.
There are periods when pressure is simply part of work. The problem starts when we begin functioning that way almost all the time.
Constant targets, the feeling of never catching up, difficulty switching off, fear of making mistakes, the need to prove we can handle everything or guilt when we set a boundary can gradually become our normal way of working.
In these workshops we can look at how we relate to expectations and what we do when we feel under pressure.
We can also work with boundaries, self-pressure, perfectionism, our relationship with targets, difficulty asking for help, and the signs we often ignore before reaching exhaustion.
We can also look at how much room we feel we have to use our own judgement, suggest different ways of doing things or adapt the way we work to the situation in front of us.
A large part of my professional career has been in sales, and it is probably the area of corporate life I know best.
I have worked with very different clients and markets, and one of the ideas I have questioned most over the years is that there is one right way to sell.
Not every client needs the same thing, and not every person sells in the same way.
Sometimes following a script, a methodology or a fixed idea of how a good salesperson should behave too closely can make us stop paying attention to the person in front of us.
For me, selling has a lot to do with listening, asking questions, understanding what the client genuinely needs, building trust and knowing how to adapt the conversation to the context.
Listening to the client and building trust does not mean losing sight of results.
We can negotiate, stand behind our proposal and work towards results in a way that is consistent with who we are and how we relate to others.
In these workshops we can work on confidence in sales conversations, our relationship with targets and rejection, negotiation, visibility, boundaries with clients and the pressure to prove results.
We can also look at which ways of selling feel natural to us, which ones we learned because we thought "this is how it has to be done", and how to develop a personal sales style that works both for us and for our clients.
This offer can be designed for full sales teams and can also be adapted specifically for women in sales, looking at challenges that may arise around confidence, visibility, negotiation, rejection or the feeling that they need to adopt a sales style they do not identify with.
Returning to work after motherhood can feel very different from what we imagined.
Sometimes we go back to the same role and the same environment, but we are no longer quite in the same place ourselves.
Our priorities, available energy, relationship with time, ambition or even what we expect from work and our professional life may have changed.
There may also be guilt, self-pressure, fear of falling behind, difficulty setting boundaries or a feeling that we need to prove we are still just as capable and committed as before.
In these sessions we can work with the return to work, professional confidence, changes in identity and priorities, work-life balance, boundaries, our relationship with ambition and the professional decisions that may arise during this stage.
And there is something important here for me: a successful return to work does not depend only on how the woman adapts. It also depends greatly on how the organization receives and supports her.
That is why this work can also involve managers and companies: reviewing expectations, talking about workload, availability and flexibility, understanding what someone may need during this transition, and considering how to support them without expecting them to return functioning exactly as they did before.
Pressure, self-pressure and our relationship with work
For teams that want to examine how they relate to targets, pressure, boundaries and expectations, while also paying attention to signs that may appear before exhaustion sets in.
Selling without losing yourself
For sales teams that want to develop a way of selling based on listening, trust, professional judgement and a personal style, without losing sight of results.
Motherhood, return to work and work-life balancen
To support both women returning to work after motherhood and managers or organizations that want to handle this transition in a more realistic and thoughtful way.
Each proposal is adapted to the context and needs of the organization and can be delivered in person or online.
Before preparing a workshop, I like to understand what is actually happening in the team and what the organization wants to work on.
From there, I design the session using coaching questions, individual exercises, group discussion and practical tools.
Depending on the topic, we may also pay attention to emotions, the body or the signs that appear when we have been functioning under pressure for too long.
It is important to me that participants are able to relate the topic to situations they actually encounter in their work.
The aim is to help people step back from certain situations, notice how they are functioning and consider what they could do differently in their day-to-day work.
Each proposal is prepared taking into account the number of participants, available time, the topic to be worked on and the organization’s objectives.
