Coaching for communication and change with Emerging Step

Our Credo

Professional success depends on both communication and the ability for a leader to mobilize his or her relational intelligence to share a vision with others.

What are our services?

Our coaching prepares managers to meet communication challenges, to speak with impact before a public, hold meetings and negotiate with a powerful sense of purpose.

Get professionals to perform well with multicultural teams by creating a climate for constructive exchanges.

Develop the ability to adapt to change processes, train managers in problem-solving techniques and to actively seek opportunities.

Act in such a way on project teams so that they gain in effectiveness and mobilize themselves to succeed with their initiatives.

Emerging Step, a company specialized in business development and in mobilizing resources for corporations.  Created in 2009, by James DILLON & Brigitte WARNEZ, both certified coaches, management trainers working in HR and talent development challenges. 






How to say “Yes!” to more effective project teams

Your project teams are not very efficient? You never seem to reach your goals with them?

Your company has done a splendid job of recruiting highly qualified engineers. Yet your projects accumulate long delays and you cannot control your costs. What is going on, you wonder.Without relational or soft skills, your project teams cannot perform well. Unfortunately, during their engineering studies, your engineers were never quite interested in their management courses, in psychometric assessment tools or models, such as Neuro Linguistic Programming (NLP), personality evaluations. They considered all of this as an intrusion in their technically oriented training. They even rejected these methods as a way to furtively substitute techniques to just manipulate people and call it management. In your company, you assign them to project teams where they must communicate, share knowledge and overcome unexpected obstacles. They do not have the instinctive reflex to pool their talents and to join together with their Project Leader. This coordinator often seems just as poorly equipped to meet the series of challenges that constantly crop up in a project.

Just how much time do you spend on creating team cohesion?

At the outset of a project, how much time gets set aside to truly create this team cohesion? Zero, and the team just plunged into different assigned tasks? An afternoon, with little reason or importance assigned to what appears to be an impromptu meeting? Two days, combined with a collective assessment of the team as it has been brought together with different disciplines and specializations, so that people can focus on how they will address key issues and obstacles, how they will relate to one another under pressure, be able to draw up a charter for how they wish to proceed? Will this be followed up on regularly as the team achieves each stage of the project? In a word, do participants in the project share a sense of priority for the project? Are they motivated and mobilized by the potential of its success?The task for the company is made difficult by conflicting attitudes and innumerable biases. It is urgent to instill a framework and climate based on mutual trust, an agreement on the critical path to be followed and on how the team is going to operate, share its talents, responsibilities and make critical choices together, to work with both pleasure and effectiveness.

The Project Leader is like the conductor of an orchestra. He or she has to mobilize the project team by assigning each member with responsibilities and engaging them in defining proactive solutions throughout the lifetime of the project.

What’s real participative management?

Participative managementallows each individual to feel engaged. This collective effort balances out the uncertainty when the team is faced with risk. Often, however, the project leader is afraid of being overwhelmed by the team and losing his or her power.

How can these difficulties that are so systematically encountered during projects be avoided, and this in spite of the individual qualities of team members?

Two options

I propose two actions: team coachingand, if necessary, individual coaching for the Project Leader.

Team coachingcan begin with a session focused on cohesion, work done on the common vision. Then this can be pursued with regular sessions that debrief and regulate the work accomplished so far. By regularity I mean every two weeks, to exchange and communicate, to resolve conflicts and to provide support to the team during stressful challenges as they strive to meet goals. The team members will get used to reflecting together about objectives in a constructive way, evaluating methods and reaching a concerted solutions with consensus, taking fuller advantage of each person’s talents.

The coaching for the Project Leaderallows this person to develop a more detached view of the project and how the team is operating collectively, to enable it to do this by using appropriate and effective means. When a team’s collective intelligence becomes optimal, it soon leverages its performance.

Coaching, which costs relatively little in terms of the stakes invested in the project, actually guarantees and contributes greatly its success. High-level managers, of course highly competent in technical terms, would do well to stop denigrating the very relational skills that have proven so indispensible to management that is becoming more and more participativeby necessity simply because that is what creates both sense and added-value.







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Thank you once more for your confidence.



Karin Cudd, Project Manager, Corporate Awareness, Dassault Systèmes
As co-Chair of the FWE conference in Paris, "Invest in Successful Women Entrepreneurs," I asked James to be the final speaker at the event.  He understood that he needed to be energetic at the end of a long day in order to keep the 100 multinational attendees interested and finish the conference on a high note.  Emphasizing the purpose of the conference, bringing international investors to Paris to meet women entrepreneurs, the public responded very positively to James's lively wrap-up session.  It is without hesitation that I recommend James as a both a business speaker and facilitator.

Patrick Frinault, International Directeur of Quality and Innovation at Thomson
James DILLON coached me when I was WW Quality and Continuous improvement Director at Thomson Tubes and Displays. This was an international assignment in Europe, North America and in Asia.
I was part of an executive and multinational team. My main responsibility was to advise on methods and quality for production sites abroad (15 plants, 12000 employees) and to initiate associated changes. For example, I dealt with lean transformation projects for these production sites. Among my objectives, I needed to convince my operational counterparts to change their methods, work on their product flaws and upgrade their quality.
James and I worked on ways to get these operational counterparts to adhere to my recommendations and to mobilize them to make changes and investments that had become imperative for continuing the activity. One thing I understood was that I had to do more lobbying at all levels in the corporation, really "pre-selling" these changes.
James stimulated me to work on different ways of making these arguments. I felt ready, with the right tactics combined with cross-cultural awareness that enabled me to create greater impact.

Jean-José Wanègue, Engineer and expert on renewable energy
For a week-long program on Sustainable Development, James made the first keynote conference introducing the theme in a dynamic way, preparing the public of young engineers to listen to experts and corporate officers who followed him, each explaining the projects of their companies. James knew how to mobilize his public, to get them to be aware of strategic issues as well as the opportunities for innovation they could work on.