{"id":262,"date":"2026-10-12T21:21:45","date_gmt":"2026-10-12T19:21:45","guid":{"rendered":"https:\/\/www.re-lier.com\/?page_id=262"},"modified":"2026-10-12T22:06:34","modified_gmt":"2026-10-12T20:06:34","slug":"approche","status":"publish","type":"page","link":"https:\/\/www.re-lier.com\/en\/approche\/","title":{"rendered":"Our approach"},"content":{"rendered":"
\n

Our approach<\/p>\n\n\n\n

Our approach: relationships and the real work, never one without the other<\/h1>\n\n\n\n

Many difficulties presented as problems with people are problems of system: what each person sees from where they stand, what they infer from it without checking, what they don\u2019t dare say \u2014 and the way the work is organised around all of that.<\/p>\n\n\n\n

Our craft consists in creating the conditions for those things to be said and to be heard, then in making them the material from which the collective can build new ways of working that outlast our intervention.<\/p>\n\n\n\n

\n
Talk about your situation<\/a><\/div>\n<\/div>\n<\/section>\n\n\n\n
\n

What we believe<\/h2>\n\n\n\n

The problem is rarely where it is pointed out<\/h3>\n\n\n\n

In any organisation several points of view coexist, all of them legitimate. As long as they stay implicit, they produce misunderstandings that everyone puts down to someone else\u2019s character. So we don\u2019t look for who is responsible for a situation, but for the way each person contributes to it \u2014 including whoever leads, and that is often where something shifts.<\/p>\n\n\n\n

What this rules out:<\/strong> supporting a person their team has designated as the problem.<\/p>\n\n\n\n

Changing relationships without changing the work doesn\u2019t hold<\/h3>\n\n\n\n

Une \u00e9quipe en difficult\u00e9 cumule presque toujours deux choses : des relations ab\u00eem\u00e9es et une organisation du travail qui ne tient plus. Agir sur l\u2019une sans l\u2019autre produit soit un bon moment sans effet tangible, soit un tableau que plus personne ne remplit sinc\u00e8rement au bout de quelques semaines. Nous tenons les deux ensemble.<\/p>\n\n\n\n

What this rules out:<\/strong> team-building offsites that touch nothing in how the work is actually organised. See how this plays out in team coaching \u2192<\/a><\/p>\n\n\n\n

You don\u2019t change by listening alone<\/h3>\n\n\n\n

Understanding is not enough to change a practice. Trying, getting it wrong and adjusting is. Our work therefore gives theory the smallest possible place and experimentation the largest, on the situations participants bring themselves.<\/p>\n\n\n\n

What this rules out:<\/strong> purely top-down input and textbook cases.<\/p>\n\n\n\n

What doesn\u2019t take root in the rituals disappears<\/h3>\n\n\n\n

Support that changes nothing in the way people interact has served no purpose. The practices adopted have to come back into the existing rituals \u2014 team meeting, incident review, one-to-one \u2014 otherwise they fade within weeks, however good the time spent together was.<\/p>\n\n\n\n

What this rules out:<\/strong> delivering a report and leaving.<\/p>\n<\/section>\n\n\n\n

\n

Where this approach comes from<\/h2>\n\n\n\n

Four frameworks and one experience. For each, what it brings concretely in a session \u2014 rather than a list of labels.<\/p>\n\n\n\n

Clear Leadership\u00ae<\/h3>\n\n\n\n

Developed by Gervase Bushe, professor of organisation development, it is the most effective approach we know for getting a team out of the unspoken. It provides a language for describing your own experience without judging anyone else\u2019s, and for checking your interpretations instead of taking them as fact. RE-LIER is one of the few certified providers in France, and Matthieu Bourgue co-translated the reference book published in 2022. In practice:<\/em> it is what allows a retrospective, or a conversation, to be useful instead of turning into a courtroom. Clear Leadership training \u2192<\/a><\/p>\n\n\n\n

Gestalt<\/h3>\n\n\n\n

Certified practitioner (EFB). What it brings: attention to what is happening now, in the room, rather than to the account given of it afterwards. A disagreement that replays in front of us says more than its minutes. In practice:<\/em> it is what sometimes makes us interrupt a discussion to ask what has just happened between two people.<\/p>\n\n\n\n

Systemic practice<\/h3>\n\n\n\n

A difficulty belongs to no one: it circulates. What it brings: the question \u201chow am I contributing to what I deplore?\u201d, put to everyone, the leader included. In practice:<\/em> it is what keeps one-to-one coaching connected to the team instead of becoming a place to complain. See coaching for executives \u2192<\/a><\/p>\n\n\n\n

Sociodynamics<\/h3>\n\n\n\n

Matthieu Bourgue leads the training activity of the Institut de la Sociodynamique, which works on power relations, alliances and stakeholder strategies within organisations. What it brings: a dialectical approach, and a lens that proves useful as soon as a transformation runs into something other than a skills problem. In practice:<\/em> it is what makes it possible to tell an opponent from someone merely hesitant, and to adapt your management to the real balance of positions and forces.<\/p>\n\n\n\n

Seventeen years in leadership<\/h3>\n\n\n\n

Before becoming a coach in 2014, Matthieu led teams and business units, in France and internationally. That allows him to know from the inside what a leadership team under pressure lives through, and what an outside practitioner does not always see.<\/p>\n<\/section>\n\n\n\n

\n

What we don\u2019t do<\/h2>\n\n\n\n
    \n
  • Personality assessments and typologies: they classify people, they don\u2019t change their relationships<\/li>\n\n\n\n
  • Ready-made diagnoses: an analysis the team has not built, it does not put into practice<\/li>\n\n\n\n
  • Spectacular offsites with no follow-through: the effect lasts three weeks<\/li>\n\n\n\n
  • Methods applied as they come: we take what serves your activity and leave the rest<\/li>\n\n\n\n
  • Work on a person the others have designated as the problem<\/li>\n<\/ul>\n\n\n\n

    And if your situation calls for an answer other than ours \u2014 a hire, an organisational decision, a call nobody wants to make \u2014 we tell you before we start rather than three months in.<\/p>\n<\/section>\n\n\n\n

    \n

    Our values<\/h2>\n\n\n\n