Judging: trap or superpower?

Amazing and exhausting the speed and the number of times that leaders are called upon today to express their opinion, to present their thinking, to decide; in other words, to make judgments.

A judgment is the interpretation that one establishes of the different dynamics of a situation to be able to choose wisely the best decision to make.

However, is it always necessary to form a judgment based on deep analyzes or can we trust our intuition and feelings? And how then can we overcome the biased influence of our own beliefs and values to remain more inclusive and open to differences?

Can we develop the superpower of judgment?

or refer to the content below

The LeaderZone Approach

  • Our workshops are appreciated for their dynamism and their self-reflective dimension. They are designed to allow participants to explore, to exchange with their colleagues and coach in a constructive way, to learn and to commit to action.
  • This is ensured by using various techniques, such as simplified scientific models, inspiring stories, self-reflection exercises, discussions (in large groups, in small teams or in pairs), analysis of real cases, demonstrations, auto-diagnostics, experiments, debates or mini games.
  • During a workshop, some post-training missions are suggested and the participants are invited to identify concrete actions that they will put in place to ensure the transfer of learning in their daily lives and achieve the desired results.

  • Adaptable content to your reality and your needs
  • Learning-track format to drive a long-term transfer of skills
  • 2 or 3 hours per workshop
  • Every 2 or 3 weeks
  • An optimal cohort of 12 participants
  • Virtual, in person, hybrid or comodal
  • Self-reflective activities, concrete transferable tools, and post-training missions
  • High level of interaction and coaching-style facilitation
  • Integrating the LeaderZone platform is recommended for sustained learning throughout the program (activities between workshops))

The content in brief

  • Judgment defined
  • Identification of obstacles to the formation of good judgments such as emotions, psychological or cognitive biases, time pressure, influence of others, ambiguity, complexity, etc.
  • The 5 levers to develop the ability to form sound judgments:
    • Self-awarness 
    • Acquired expertise 
    • Analytical tools 
    • Strategic anticipation 
    • Collaborative communication
  • The support tool: tricks of the trade and practices
  • Feedback on the exercises and suggestion of post-training missions

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Looking forward to read from you and understand how we can support.
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