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Training based on a proprietary method
The WILL method has compiled and simplified the most powerful exercises from NLP, NVC, Lean Management...
It finally gives your managers the tools to systematically resolve recurring problems: misalignment, overload, conflicts, meetingitis, micro-management...
Interview with the founder of WILL in which he explains the method (Podcast Ping!)
Different forms of the method
The book
Discover Adèle's story, and how thanks to the WILL method, she was able to re-engage in a job she could no longer stand...
On sale on Amazon (24,90€)
The App
For each card, you'll find detailed methodology, examples, additional resources...
Free access
The cards
You'll literally have all the cards in your hand to solve your recurring problems at work.
24.90 € INCL. VAT
Find out more about the cards
Find out more about the book
How does the WILL method work?
1. Identify your problems
The WILL method has categorised the most recurring problems on four layers: myself, my colleagues, my management and my company.
Not only does the WILL method help you identify them through simple questions, it also tells you in what order to deal with them.
2. Solve them simply
The WILL Method has selected the best tools from the most effective disciplines in the professional world: NVC, NLP, Liberating Structures, Lean...
It has simplified them to the extreme, making them immediately accessible and actionable, even for neophytes.
The principles underlying the method
The 32 exercises in the method are simple ways of putting into practice the key principles underlying the WILL method.
1️⃣ Presence
Presence is the ability to be fully in the present moment, for example, by actively listening to others or observing our surroundings. It involves suspending our thoughts, starting with the solutions or prejudices that are bound to rush into our minds as soon as we are presented with a problem. Being present allows us to better analyse the situation, to adapt if necessary, and thus to provide a much more pertinent response.
2️⃣ Trust
Trust consists in always suspecting the other person of the best, lending them a positive intention, without necessarily endorsing it. Such an attitude opens up dialogue, unlike a negative preconception. Trust also leads us to consider that each person has the resources within him or herself to succeed, and that when a person does not adopt the behavior expected of him or her, the problem often lies higher up the logical levels (values, role). Contrary to popular belief that trust does not exclude control (at the risk of infantilising), we believe above all that trust does not exclude support.
3️⃣ Responsibility
Behind this principle lies the idea that we always have some responsibility for what happens, however small. This enables us to regain our free will, to step out of the role of victim and avoid falling into the despair of powerlessness, particularly in the face of issues that seem to be beyond our control. Even small-scale action is a source of hope and can have far-reaching consequences. Small streams make big rivers. You can't change the behavior of others, but your own changes can influence them.
4️⃣ Frugality
This principle may seem austere at a time when growth is glorified. But frugality is not necessarily an obstacle to growth. It consists in trying to do more with less, based on the principle that human beings are better under constraint: more creative, more efficient, more durable because things are here to stay. Constraints can be multiple: time to get to the essentials of tasks, money to iterate faster and avoid waste. Frugality forces us to prioritise to the extreme.
5️⃣ Horizontality
Management, as practised in most companies, is characterised by a subordinate relationship between manager and employee, creating an asymmetrical, vertical relationship. This can quickly become a limiting factor, turning into a parent-child relationship. Horizontality aims to limit as far as possible the consequences of the hierarchical relationship to create a supportive Adult-Adult relationship between manager and employee, conducive to vulnerability and therefore to risk-taking and creativity.
3️⃣ Co-creation
Our professional environment does everything to limit co-creation. The verticality mentioned above is a major hindrance, as is the absence of effective tools to get many people thinking at the same time. Our meetings are soporific and fruitless when they should be rich and exciting. Co-creation is also the only way to come out on top in conflicts, with a strong solution that suits both parties, rather than a weak solution that upsets neither. But it does require the ability to listen, to understand rather than convince, and to be creative in developing a new, more effective solution.
See the list of skills you'll acquire with the training.
Try the WILL training for free
The best way to know if it’s right for you is to experience it!
Book a free 90-minute Discovery Session. Alongside other participants, you’ll dive into a real session from the WILL program focused on active listening — so you can experience our methodology and its impact from the very first hour
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