Albus Conseil


We rally their teams in a new organization

We rally their teams in a new organization

We encourage proactivity in their team

We encourage proactivity in their team

We solve crisis situations with their teams

We solve crisis situations with their teams
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Our convictions to succeed

Owning a project requires areas of freedom

To rally on a project, each team member needs to feel like a key player and therefore it is necessary to let him take initiatives. To do this and to leave some freedom, it calls for a lot of courage from the managers.

Your teams need to be heroes

Teams need to be able to be proud of what they do. It is the managers’ role to create the conditions of this feat.

It is the managers’ job to talk to their teams

Even the best message will not replace the fact that it should be owned and driven by the manager. And yes, it does, sometimes, require a lot of courage.

A vision

Even if you don't know where the future might lead you, your teams need to know your great convictions to get there.

To set a dynamic, progress is more important than result

In life, there are two strategies: seeking results - first and foremost - or checking progress. The first might work if you have the best recruits and the ability to replace them whenever you want, the second works every single time, with all the teams and especially when it comes to creating a dynamic.

The emotional aspect matters as much as the rational one

If a nice rational explanation was key to convincing anyone, getting people on board would be the easiest thing to do. In fact, there is a whole emotional part that comes into play.

Our methods & tool box

The adventure, the allies strategy, the Go game ...

To reflect on your issues, we resort to a lot of methods.
These 3 are particularly key to us

“The market is too competitive”

“It is not the right moment”

“I don't have time”

“It is my boss' role”

The adventure

Dare enthusiasm

The adventure

Faced with these, more or less, rational hurdles, we use the structure of tales to quickly interest the teams in a project, that seems (at first glance) to be far removed from their concerns, and to lead them into a dynamic made up of twists and turns, individual and collective pride.

From the structure of tales, we’ve uncovered 6 key learnings:

The threat to the kingdom

It is the reason why we need to change the solution. Faced with a change in context, the solution changes and requires that men adapt. When highlighted, it tells the teams why it is necessary to mobilize.


If we were in a fully rational situation, the threat would make the teams react and they would try to adapt. However, emotionally, it requires giving up on a past situation that had its advantages while at the same time not knowing for certain what you could gain. Thus, the teams withdraw, and are not committed to the changes initiated by the king.

The Grail

The Grail is a collective quest that meets the teams’ individual needs. It exceeds the principle of objectives and remains intrinsically unattainable. The Grail is essential to give courage to your teams, as well as a reason to fight.

The first battles or dragons

On the way, knights have to deal with difficulties (dragons). They are the driving force behind their action as they build the knights’ pride. To live the adventure you offer, all knights need dragons adapted to their level of skills.

Magicians in reinforcement

The magician acts as a mentor to give confidence to the knight. He helps him out but does not do the work on his behalf. In short, he serves the magic potion but does not fight. The magician can be the support function, the manager next door, the trainer

Celebration and new episode

Because the quest for the Grail is long, we need to give rhythm to the path with moments of valorization and of celebration. In order to maintain the knights’ energy and to recruit new volunteers, the year has to be divided into short, simple and exciting episodes.

The alliesstrategyBet on collective move

In order to rally your teams to the changes, it is necessary to be pragmatic and tactical :


When a project is explained, each actor simultaneously generates 2 types of energy : a support energy (synergy) and a critical energy (antagonism), sometimes, up to opposition

The allies strategy is a tactic to stop a common bad reflex : focusing on opposition, trying to convince and forgetting to nurture those who are the most motivated, when it is their action which will be decisive !

To simplify : there are 4 main attitudes& tailored managerial answers to each

With those who are ready to get involved: it is necessary to identify them, to deal with their conditions and rely on their actions to broaden the circle of committed persons

Those interested but still hesitating: it is essential to consider their objections and to take advantage of the first committed persons to create a thrilling move

For the "silent majority": it is important not to compel them but to keep them informed & to highlight the actions of the persons committed. Little by little, they might join !

With those who either resist change or oppose it : it is important to respect their position as long as they neither undermine other people's actions, or interfere with the professional and legal framework . Bear in mind that trying to convince them would be a waste of time.

The Go game Being a smart and zen strategist

Sometimes as a manager you find yourself in stalemate without knowing how to get out of it. To achieve this and to enrich the Eastern philosophy, complementary to ours. And to do so, we use the Go game, the Asian counterpart of chess.

From this game we draw three main principles:

To have a purpose

That is the long-term goal. It implies looking far ahead and it helps to put the short term into perspective when it does not correspond to the expectations. To see far ahead it also means to allow for some time to readjust if necessary and to consider time differently.

To connect

To gain time and efficiency, we connect the actions together and then the actions are connected to the final purpose. It gives consistency and, above all, it optimizes the energy-result ratio.

To coexist

It is the assumption that instead of fighting against one’s opponent, one fights for one’s purpose. It implies taking the events and the context as they are and not wasting energy struggling with them.

To go even further

Management is such a vast subject that we've created WIKImanagement : a co-development platform, where management practitioners share their frame of references and tips to ask the right questions.

The Magazine

We write, a lot, about management techniques, current events, and even about artistic works !

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The Podcasts

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