MUST devotes 20% of its activities to research and development.
The Communicational Leadership Diagnosis^® is one of the tools we have designed that we use in our strategic intervention projects.
We also closely follow the research of such bodies as: Conference Board of Canada, American Society of Training and Development (A.S.T.D.), HB School, American Management Association, Centre de recherche en gestion of the Université du Québec at Montreal, McGill Institute of Leadership, etc.

Here is some other interesting information :

Leadership Training Increases in Popularity (Article by Marsha D. Egan from the National Underwriter, October 18, 1999) :

1. Leadership training programs are at
 the top of the list.
- Growing demand to develop competencies in leadership and communication.

2. Themes of future training programs (American Society of Training and Development) :
- Leadership
- Communication

3. The factors that create value according to top executives (Article from the Journal Les Affaires, November 6, 1999 edition) :
- 1st success factor: executive leadership/vision

4. Benchmarking winning practices in human resources management (study by Ronald Doades & Company, 1997) :
- One of four basic findings: leadership and commitment

Why are values so important ?

1. A question of values.
Firm's survival can depend on its basic tenets. (Article from The Gazette, February 23, 1998).
- Surveys of 17 million employees in 40 countries concerning their work environment expectations.
- 8 basic corporate values to be productive, creative, competitive and satisfied:
* Truth, trust, openness, honesty, recognition, coaching, risk-taking and humanity.

2. Managing by values (Article by Ken Blanchard from the Executive Excellence, June 1997).
- The 500 best companies :
* Identify their core values
* Communicate these values
* Align these values and their practices

3. Benchmarking winning practices in human resources management
(From a study by Ronald Doades & Company, 1999) :
- Two of the four basic findings :
* Unconditional respect for the employee
* The organization's principles and core values are clearly formulated and continuously communicated.

Deficiencies in the Role of Strategist
70% of the bankruptcies of Canadian companies in the last ten years have
been due to shortcomings in strategic planning.
The Conference Board of Canada

Deficiencies in the Role of Coach

* 70% of the initiatives to implement integrated quality management are a fiasco -- principally because work team members have a serious lack of communications and leadership skills.
The Conference Board of Canada

* 75 % of people who have jobs claim they could be much more efficient than they are.
Ref. : Public Agenda Foundation
Quotations from companies that have adopted best practices

* We must begin by communicating a very specific goal to the employees and then giving them all the necessary latitude. (The Ritz-Carlton)

* The best way to install the company's values is to ensure that the employees put them into practice every day. (Hewlett-Packard)

* Our corporate culture is based on communication. (Sears)

* If you get the impression that you are communicating with your employees too much, it's that you aren't sending them the right message. (UPS)
Investments in executive skills training offered in the United States and Canada

USA = $4 for every $1 in Canada
Emploi-Québec, La Presse, October 1999

The Wages of Stress

During the first quarter of 1998, Aon interviewed a broad set of 1 800 workers from around the country.
The survey reveals that 53 % of employees feel burned out on the job, up dramatically from 39 % in 1995, when Aon conducted a similar survey. The increase in stress comes at a time when employees are spending more and more time at work. According to the survey, the percentage of workers regularly putting in 50 hours weeks nearly doubled since 1995, rising from 13 % to 23 %.

Ref. :
Harvard Business Review, November-December 1998

How Do You Score ?

According to "Bridging the Leadership Gap," a 1997 report by the Conference Board,
only 51 percent of the companies surveyed rated their leaders as excellent or good in their capabilities to meet business challenges.

Ref. : Journal for Property Management,
July-August 1999

Investment in your people pays
huge dividends

* Growth rates 60 % - 300 %
over competition

* Return on assets 150 % - 300 %
better than competitors

* Return on sales 200 % - 300 %
higher than competitors

* Service Quality & Customer
Satisfaction - 50 % over competition

Professor Leonard Schlesinger
Harvard Business School