Insights on executive and life coaching, creativity, and Jungian image-based work.
The Seated Profession: What the Chair Costs the Practitioner, and What It Costs the Client
There is an irony at the heart of analytic, therapeutic, and coaching practice that the field rarely examines, which is that people whose work is devoted to the relationship between mind and body spend their days in the one posture that medical research now describes as quietly harmful, sitting almost perfectly still for hours on end. The irony does not stop with the practitioner, because the client sits too, and although the client sits for an hour where the practitioner sits for a working day, the seated and face-to-face format imposes a cost on the client as well, a cost that is harder to measure than mortality because it is paid in the reach and quality of the work itself.
The Ridge: On Executives, Midlife, and the Cost of Arriving
There is a particular kind of exhaustion that has no obvious cause. The career has delivered what it promised. The title is there, the compensation is there, perhaps the corner office or its remote equivalent. The person sitting inside all of this has done, by any external measure, what they set out to do. And yet something has gone quiet inside, not dramatically, not all at once, but persistently, the way a low-grade sound disappears and you only notice it once it has stopped. What felt like direction now feels like inertia. The next project fails to kindle anything. The question that surfaces, sometimes in the middle of a committee meeting, sometimes at three in the morning, is deceptively simple: is this it?
Why Small Group Work Matters More Than Ever
I have just returned from a retreat at Belloc Abbey, picturesquely located in the Basque Country, where Espace Jungien Francophone held its first colloquium dedicated to artificial intelligence and depth psychology. I had the honour of giving an experiential workshop there, and this work confirmed once again a conviction that has become central to my practice: we need to do more group work today, not because groups are simple or naturally harmonious, but because the collective space around us has become so inflamed that we need smaller places where people can still speak, listen and remain in relation.
The Art of Collaborating: how art-based approaches and image-based work strengthen collaboration within leadership teams and executive committees.
A leadership team of eight executives contacted me a few months ago. Some had recently stepped into new positions, while others had worked together for years without ever truly meeting each other beyond the pressures and routines of everyday corporate life. They shared the same strategic challenges, the same collective responsibilities, and the same business objectives, yet they sensed that something was still missing for them to function as a real leadership team.
How Jungian Psychology Applies to Leadership Coaching
Leadership coaching has evolved considerably over the past decade. Today, many leaders are no longer looking only for performance optimization or communication techniques. They are looking for ways to better understand the complexity of the human systems in which they operate. Because leadership is rarely only about strategy.
The Power of No: Where Your Life Begins to Change
She arrived with a long list, the kind of list that feels heavy even before it is spoken aloud, a list of things not working in her life, at work, in her relationships, in her finances, in the quiet corners of her days, and each item on that list could have justified an entire coaching process on its own, each one large, complex, demanding attention, demanding time, demanding care, and yet as we began to look more closely, to slow down enough to see rather than react, a pattern started to emerge with a clarity that was almost unsettling in its simplicity: all these difficulties, despite their different shapes and contexts, were organized around a single fault line, a single difficulty that ran through everything, the near impossibility for her to say no.
Jungian Team Coaching. A Different Way to Work with Hidden Team Dynamics
I am currently a training candidate at the C. G. Jung Institute Zurich, and over time this training has changed how I work with teams, not by adding a new “method”, but by shifting what I pay attention to in the room, especially in situations where things feel blocked without a clear reason.
Decision Fatigue in Leadership
Executives make decisions constantly. Every day involves choices about strategy, priorities, hiring, partnerships, budgets, and direction. Many of these decisions must be taken with incomplete information and under time pressure. Over the course of a career, leaders develop a strong capacity to analyze situations and weigh consequences. This ability often becomes one of the reasons they rise to positions of responsibility.
Yet even highly experienced leaders reach moments when decision making becomes unexpectedly difficult.
Case Study: Midlife Career Redirection Through Image Analysis
A man in his mid fifties contacted me after more than twenty years in consulting. From the outside, his career looked stable and successful. He had moved steadily through the ranks. Increasing responsibility, strong reputation inside the firm, teams who respected him and a comfortable income. Nothing dramatic had happened. No crisis, no burnout. Yet something had shifted.
Bring Your Managers to the Museum
Do not send your managers to a museum for an inspiring visit. Do not ask them to learn how artists produce works. Turn the museum into a true workspace, where leadership issues are addressed through artistic practice and a structured coaching framework. As an artist and professional coach, I accompany you in the museum to turn this visit into concrete work on your leadership challenges.
Creativity as a Leadership Discipline
Complex challenges resist linear answers and standard playbooks, requiring from leaders a sharper quality of perception, sustained attention to human and systemic dynamics, and the capacity to produce meaning under conditions of uncertainty and pressure. When familiar reference points weaken or collapse, the objective is not speed for its own sake, but clarity, coherence, and judgment that hold over time.
This is where creativity becomes a leadership discipline.