Our hidden Critical Success Factors: Social and emotional competencies

Category: Alumni Events


Social and emotional competencies are of key importance for all of us, especially for the True Leader, and are expected to be paramount in our society as time flows. These competencies are developing throughout our whole life, and we are able to facilitate their developmental journey when we know their hidden mechanisms. The competencies grow in each of us according to a well-defined and similar path, and it is impossible to by-pass the intermediate steps! Knowing this path and its mechanisms will help you recognize where you and others are now, and will pave your developmental way ahead.

Developing our social and emotional competencies is increasing our mental space, our capacity to lead larger units and handle more complex situations. Increasing our socio-emotional level of development is, simply said, changing completely how we see the world, and how the world appears to us,.. and it does impact all domains of our life.

We present a UCB project, lead from inside, to increase the development level of a virtual team within the new Patient Value Strategy framework context. The major trend of this organizational strategy facing growing complexity is more matrix work, more outsourcing, and flatter... This combination of requirements needs to be counterbalanced, aiming at more fluidity, by working more according to the spirit than to the letter and the rules, and finally by changing human behaviors. And to achieve this, the development level of the team (the team maturity level) must be enhanced.
There is generally a major confusion between development (growing), and learning (more of the same), the developmental competences (vertical) being largely forgotten to the benefit of the learning competences (horizontal). In our approach we focus mainly on the development of the social and emotional competences (R.Kegan) and on the behavioral aspects (psychological).
Dialectical thinking is also being used in a practical way to manage complexity (O. Laske, IDM - Constructive Developmental Framework).
The Team Leader is himself leading the project and cascading the approach down into the organization, therefore developing himself and others while increasing their capabilities.

Speaker Mr. Jean Debrosse

40 + years experience in leading positions in multinational companies: change, leadership, strategy. Currently Business & HR consultant applying "conscious business": placing the human being at the centre of the organization, and the organization at the service of humanity. Jean has a passion for the development of the human being and its place in the organization and is still practicing research at the IDM inc (Interdevelopmental Institute).

Testimonial Dr. Kenneth Sake

Senior Global Medical Director CNS – Head Medical Affairs CNS Europe at UCB Biopharma Brussels, Belgium.
Kenneth demonstrates a broad and solid experience in the medical, pharmaceutical, and administration domains. Presently, he is line leader for a virtual team of some 70 people distributed around Europe, and is a member of the UCB high impact team (UCB senior Manager's team). As a dynamic leader he is applying innovative solutions to continuously develop his team, and his business.


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