A mentoring program in a self-directed reading format for developing your leadership.
It’s practical, comprehensive, and focused on achieving lasting changes.
The program will apply to you, individually, so you can improve your leadership through learning.
It is also built as a turnkey program for a team or an entire organization in order to develop a "management buddy" mindset.
The managers at our plant who completed the Mythbuster Leadership program are unanimous: the content of the sessions is concrete, easy to understand, and, above all, easy to apply quickly.
Alain Gauthier, who designed the program, has a background in operations. He's familiar with the challenges that managers face in the field and uses evocative examples with which they can easily identify, using a vocabulary that speaks to them.
The proposed approach takes into account the human aspects that influence results and allows to identify, head-on and without kid gloves, the behaviors they need to favour and those they must avoid for positive, effective leadership, which will lead team members to optimize their performance.
Although it’s always a challenge to change behaviors and ways of doing, the rigor and support reinforced by the program create commitment and provide the team with the structure required to move forward and work together to apply the changes, ultimately for the company’s success.
Organizational Psychologist and Communication Coach
Company in primary / secondary transformation and sale of wood products.
In the last 30 years, I had the opportunity to attend many trainings that tempted to offer « how to become a good leader ». Sadly those trainings left a void and too many unanswered questions : Such as how would I put all that information in application.
A year ago, I had the privilege to follow the Mytyhbuster Leadership program created by Alain. Bravo!!! Its content differentiates it and splits it apart from every other leadership training. It is simple but so effective. Alain has identified the essential needs of his audience and developed a solution that is easy to integrate to our operations.
The program allowed me both to become aware of my behaviors that could affect collaboration in our team as well as to improve my management skills regarding my priorities, by differentiating what is urgent from what is important.
Ultimately, the program allowed to prioritize the development of each member of my team and to increase exponentially the efficiency and the effectiveness of the Engineering and Process improvement team.
I want to personally thank the author, Alain, for having passed on the notions that now allow me to improve and perfect my skills as a leader coach, connector and manager
Most of the themes in the Mythbuster Leadership program were inspired by the environment in which I worked. It was an industrial site with five plants, one of the largest of its kind in Canada. Approximately 1,200 employees were working there at the time.
Management always involves managing certain types of risks to a greater or lesser degree, depending on the setting: risks to people and the environment, risks to equipment and infrastructure, risks to processes and product quality, and financial risks.
The complexity of processes at the site made managing even more challenging: complex chemical processes that were demanding in terms of waste treatment; corrosive processes with high concentration gases and chemicals; six steam boilers; an ethanol plant; a water treatment system with a capacity equivalent to that of a city with a population of several million.It was an incredible
This type of site has its own emergency team, whether for fire, rescue at heights or in confined spaces, or for environmental emergencies. At all times, procedures must be ready, member training must be current, and both must be proven in the eyes of federal authorities. An Emergency Measures Coordinator was responsible for these aspects. For a number of years, I served as the manager in charge of this role in addition to my other duties.
This work environment, coupled with the difficult economic situation at the time, resulted in a high level of pressure, which managers dealt with poorly by slipping into disengaging behaviors. It was an incredible laboratory for leadership, as I would refer to it a decade later.