Revue de presse

“Memories of a Splendid Ceremony”

“The Third Edition of our Chief Executive Awards …a look back over a memorable evening…”

“The Jury of five, among them Paul Minelle, board member of Ethic and CEO - Founder of Cibles & Réseaux Dirigeants…”

“The Third Edition of Chief Executive Awards Exceeded All Expectations. On July 16, in the elegant historic drawing rooms of the Hotel Intercontinental Paris, over 400 guests gathered to participate in the Chief Executive Awards ceremony.”

“Coaching: The Right Choices to Accelerate Your Career”

“… ‘Certain companies, such as Bongrain, formalize this practice for their high-potential managers,’ remarked Paul Minelle, CEO and founder of the firm Cibles & Réseaux.”

“… ‘a candidate who presents a unique experience does not inspire confidence,’ added Paul Minelle.”

“Enterprise et Progrès”

“Enterprise et Progrès, the think-tank of senior-level decision-makers created in 1970 by Francois Dalle, a founder of L’Oreal, will publish a report on the ‘implementation of ethics codes in companies’. Written by think-tank president Philippe Charrier (Managing Director of Oenobiol) and Paul Dubrelle (co-founder of Accor) and directors of Groupama and Cibles & Réseaux Dirigeants, over 3,000 copies will be printed and distributed to members of parliament, corporate CEO’s and labor unions. The report links a code of ethics to ‘the objectives of good corporate governance,’ in line with the ‘code of conduct’ elaborated by MEDEF (the national association of business leaders) and AFEP (the national association of private companies).”

“Enterprise et Progrès” will also host a conference-debate on December 3rd with Luc Chatel (minister of industry in President Sarkozy’s cabinet) in order to learn more about his plans and projects. The think-tank continues its series of popular breakfast meetings, hosting business leaders from different domains; the next one will be held on December 10th.”

The Magazine of MEDEF* Paris
(*French national association of business leaders)

“Cibles & Réseaux”

“Cibles & Réseaux was founded in 2006 with the goal of enhancing workplace performance. The firm has provided ‘personal, individualized accompaniment to close to 500 senior managers and directors’, in the areas of career transition (outplacement) and professional development at high levels of responsibility (coaching).”

“Cibles & Réseaux partners also endeavor to bring well-founded convictions, introduce fresh new analyses, nourish the exchange of ideas, share the interpretation of faint signals newly emerging from society or different economic constituencies. Their goal is to inspire effort, to elicit courage and audacity in their clients, encouraging them to exercise their freedom of choice, overcome everyday obstacles, setbacks and old paradigms, and conquer new heights.”

“Ultimately, their work with clients drives the development of new ambitions, bringing a new coherence between an individual’s professional development and the strategic demands of the company.”

“Employment and Career / Salary & Career”
“Career Management”

“In a world turned upside-down, managers must define their own vision of success.”

“Paul Minelle, CEO and founder of the consulting firm Cibles & Reseaux Dirigeants, explains how managers must take their career into their own hands, by becoming entrepreneurs of their own livelihood.

“How has the concept of career evolved in recent years?

“Before, it was possible to surf the waves of various opportunities. In today’s world of corporate upheaval, managers can no longer afford to be spectators of their own destiny. Each of us must fix a goal and anticipate our future by building our own specific definition and vision of success. Our ambition must be articulated both in relation to its current legitimacy and its future potential, formed within our personal value system and our environment. Then objectives must be set with deadlines and timeframes, knowing when to take aim and plunge ahead…

“Managers must pose these questions at each stage in their careers, to validate what makes sense in the logic they have constructed. By always keeping an eye on the compass, it becomes easier to adjust course. This is why it is always useful to have a longstanding mentor or coach, outside the company.

“Are there still a few “foolproof” ways to succeed?

“Yes, but they are no longer the same ones. It used to be that a diploma from a top school would guarantee a linear progression. That’s no longer the case today, as the rules of the game have changed. That is why it’s important to identify all the possible routes towards one’s goal: short cuts, secondary roads, sidetracks…

“From the moment you start out in any given field (sales, production, finance, IT, HR, etc.) there are choices to arbitrate amongst the steps needed to advance towards one’s goal. Sales usually offers a fast track, but in today’s corporate world of many restructurings as well as high liquidity, then perhaps a finance track would be more advantageous.

“One must be capable of making investments in one’s future, sometimes big ones, but that pay for themselves over time. There is the classic business training such as the Executive MBA at HEC or Insead. Or instead, one can tap into a personal, unusual interest (by taking courses in art, music, history, or fine woodworking) that adds quirky distinctiveness to one’s personality that shows openness and a capacity to innovate, to enrich the mind.

“Are the risks one must take bigger than ever before?

“Rather than risks, they are bets one must take. However, these wagers – which permit us to jump over obstacles – also require some sacrifice, and it’s important to recognize this in advance. One can, for example, choose to stay relatively invisible as the head of a subsidiary, knowing that this position still permits entry into key decision-making arenas, such as the executive board, management committee, or labor union leadership.

“The other option is to be Number 2, behind the heavyweight CEO. You are very visible, but “only” Number 2. Either way, it’s imperative to have a “Plan B” and alternative scenarios, by voluntarily taking on a risky mission or a project with delayed rewards, or by accepting an expatriate assignment.

“To build your career quickly and efficiently isn’t the main thing to distinguish yourself?

“It is essential. Fifteen years ago, companies focused almost exclusively on intellectual capacity. Today, it’s simply not enough to be brilliant to get recognized. Today’s companies expect their managers also to have a global vision, responsible leadership, and a real sense of commitment.

“To grow and advance in tomorrow’s companies, it will be clearly necessary to demonstrate authentic leadership and charisma, while staying true to one’s identity and values.”

“Recent Management Changes”

“Olivier de Lavenère Lussan, 55, was named partner at Cibles & Réseaux. A graduate of EDC, CPA (Executive MBA at HEC), and IHEDN, he has led the career transition practice for key clients at Right LM&P (since renamed Right Manpower), after having spent part of his career in the hospitality-restaurant sector, notably within the Accor Group.”

on http://www.challenges.fr

Firms Specializing in Coaching, Outplacement, and Competency Evaluation

“With a broad offer or a specific specialty, all of the consulting firms we have selected provide some guarantees: outplacement firms are members of Syntec, coaching firms have at least one coach who has been certified at the highest level…”

on newzy.fr

“Outplacement: A Formula to Land on Your Feet”

“
‘Once the skill set evaluation is complete, several weeks of work are
needed to elaborate your professional goals and identify a list of
targets,’ explains Paul Minelle.”

“ ‘A precious time to undergo
deep reflection about oneself.’ These are Paul Minelle’s terms to
describe outplacement to three new candidates at an initiation breakfast
that he holds twice-monthly. For him, one must develop three key
qualities to benefit from outplacement coaching: discipline, humility,
and tenacity.”

“A Network Is Constructed, Not Improvised”

“When launching a job search via one’s network, most people do what I call ‘Address Book Tourism’: they call all of their personal and professional contacts, to send out their CV haphazardly and then sit back and cross their fingers. This approach is not only illusory, it can be quite dangerous; the only thing you can gain is discouragement. Managers too often mix up their network… with their targets.

“A target is the recipient of a proposal, for a specific plan or project, and eventually a CV adapted to such a project, highlighting relevant skills. A target is not necessarily a friend or a former colleague; ...it is rather someone who is capable of responding favorably to your proposal of service. This implies someone who has the power and budget necessary to be interested in what you propose, and to take a decision on it. A target is not necessarily a CEO, because the senior manager at the level of n+1 or n+2 for the position you want usually has this power.

“Your network is only a means to reach this target, or to learn more about him or her. You should never give your CV to a member of your network; the CV and your project plan are destined exclusively for your target.”

Cover Story: The New Ways of Finding a Job

“How to Find a Coach”

“…During
this period, all the coaches advise not to apply for spontaneous
candidatures or make contact with members of your network. ‘Above all
if the manager is enduring the first interruption in a very
straightforward career progression,’ underlines Paul Minelle. ‘Wounded
and perhaps even bitter or vindictive, he risks moving too quickly and
blowing his chances.’ To help restore his clients’ self-confidence, he
asks them to write a brief autobiography recounting their career and
explaining their professional choices.”