Our Services

Leadership Development

We assess and develop the cognitive and behavioral skills of your teams and decision-makers.

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Intelligence is what you use when you don’t know what to do.

Jean Piaget

Cas d’usage

Les comportements que nous développons.

Ce que font vos managers et vos dirigeants au quotidien pèse directement sur la performance de leurs équipes.

Développer les capacités de leadership
Travailler les comportements qui renforcent l’engagement, l’exécution et les résultats.
Réussir une prise de poste
Trouver ses marques, gagner en crédibilité et installer une dynamique dès les premières semaines.
Décider dans la complexité
Garder le cap sous pression et arbitrer quand aucune réponse ne s’impose.
Mettre en œuvre la stratégie
Traduire la vision en priorités claires et aligner les équipes autour d’elles.
Animer une équipe
Créer un climat où chacun se sent en sécurité, en confiance et prêt à s’engager.
Conduire le changement
Embarquer les équipes, traverser les résistances et maintenir l’énergie dans la durée.
Devenir manager
Poser un cadre, construire la confiance et clarifier les attentes dès le premier jour.
Accélérer les hauts potentiels
Exercer le jugement et préparer les talents aux responsabilités qui les attendent.
Coopérer au-delà de son équipe
Influencer sans autorité hiérarchique et faire avancer les sujets transverses.

Cognitive-Behavioral Coaching

Three Formats, One Protocol.

Tailored support to understand what keeps a difficulty going, try out new ways of acting and lock in progress on the job.

Executive CoachingExpand Leaders’ and Managers’ Capacity to Act.

How?: We analyze the links between thoughts, emotions and actual behavior, set goals rooted in real situations, practice in session (problem solving, cognitive reappraisal) and test new approaches on the job to build autonomy.
In Practice: A manager always says yes to urgent requests at the expense of their commitments. Coaching examines what they expect will happen if they say no, prepares their response and tests an explicit delegation framework on one specific request.
Outcome: The leader broadens their range of responses: a boundary is set without damaging the relationship, a stalled decision gets made, delegation holds.

Team CoachingAdjust Team Dynamics and Ways of Working Together.

How?: We build a shared picture of the situation, decode unhelpful relational loops (a follow-up seen as micromanagement triggers withdrawal) and test new team rules in real meetings.
In Practice: An executive committee keeps reopening decisions it has already made. The work reveals that silence is being mistaken for agreement. The team tests a formal objection round before every major decision.
Outcome: The team adopts working rules it has tested itself and handles disagreements head-on, instead of pushing them up for a top-down ruling.

Organizational CoachingGet the Functions Change Depends On Working Together.

How?: We clarify the room for maneuver, open up discussion of recurring dysfunctions (escalations, blocked workflows) and co-design adjustments to decision rights and coordination routines.
In Practice: After a reorganization, sales commits to deadlines operations can’t meet. Coaching replaces blame with an analysis of real constraints, aligns approval criteria and tests a joint decision rule.
Outcome: The organization clarifies how its functions interact, gives people clear ownership and builds a lasting ability to resolve its own tensions.

Change Skills

Our Targeted Leadership Programs.

Group programs that combine theory, hands-on practice and routines that carry over into daily work, to build the key behavioral skills needed in complex environments.

Notre protocole

SPARK©, une démarche empirique et séquentielle.

Chacune de nos interventions applique la méthode scientifique à la modification des comportements au travail, du ciblage à l’ancrage.

01
Ciblage comportemental
Traduire l’objectif en comportements observables.
02
Diagnostic des facteurs influents
Comprendre ce qui freine ou facilite l’action.
03
Design d’intervention
Choisir les leviers et concevoir les dispositifs.
04
Prototypage et expérimentation
Tester sur un périmètre pilote, puis ajuster.
05
Mesure d’impact et ancrage
Mesurer ce qui change et l’inscrire dans la durée.

Découvrir le protocole SPARK©

FAQ

Leadership Development & Coaching.

Who Are Coaching and the Change Skills Programs For?

Coaching and our targeted programs are designed for every level of responsibility. An employee or manager might work on their stance, delegation or managing workload; an executive, on making trade-offs under uncertainty and deciding in complex situations. Change Skills programs give groups of managers a shared foundation of behavioral skills, while coaching (individual, team or organizational) addresses specific situations with a tailored approach.

What Does a “Cognitive and Behavioral” Approach Mean?

“Cognitive” refers to analyzing and working on your interpretations, expectations and unwritten rules. “Behavioral” focuses on what you actually do at work and its real consequences. The two go hand in hand: trying a new response on the ground can revise a limiting belief, and seeing a situation differently can make a once-difficult action easier.

How Is Coaching Different from Psychotherapy?

UNREST’s coaching and programs focus exclusively on professional goals and the analysis of real work. Although they draw on models from behavioral science and work psychology (such as CBT/CBEC models or the COM-B model), they are in no way a form of care or treatment for mental health conditions. If a health need arises, we refer the person to an appropriate professional.

What Do You Share with the Company Funding the Engagement?

The framework is set out explicitly at the start with participants and the sponsor. For individual coaching, the content of sessions stays strictly confidential between coach and participant; only the shared objectives, evaluation criteria and review arrangements are agreed with the company. For team engagements and Change Skills programs, how findings are reported is designed and agreed directly with participants.

How Do You Measure Progress and Impact?

Criteria are set during scoping, based on observable target behaviors: decisions that get made, failures or risks flagged in time, limits set without damaging relationships, or shorter decision times between departments. Field observations and operational data are cross-checked against feedback from participants and peers, without arbitrarily crediting every improvement to the program alone.

How Long Does an Engagement or Program Last?

It depends on the scope of the goal and the format chosen. A Change Skills program usually runs over a few weeks of workshops and hands-on practice. For coaching, scoping sets a rhythm of sessions spaced out with on-the-job experiments and regular reviews, so progress can be measured and the individual’s or team’s autonomy can take root.

Our Approach

Applied Behavioral Science for Organizational Change.

We draw on applied behavioral science, organizational psychology and organizational development, fields with deep roots in the US and UK. Their methods help us find what gets in the way of change, design interventions around how people actually work, and measure what happens when we put them into practice.

Research-Led
We draw on recent research into how people think, decide and act at work.
We use documented models and validated tools to measure the human factors that can make or break a transformation. That gives you evidence to work with when you decide where to focus your efforts.
Empirical
Behavior is the starting point. We build specific skills that make a measurable difference to how people perform in their roles and how well they adapt when the work changes.
Analytical
We look at what people do and use validated tools to measure the conditions they work in. That gives you a baseline for the transformation and a way to track progress and adjust as the work unfolds.
Explore our approach