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Let me introduce myself

Clement Leemans

Shaping the Organization
At the end, it's not about Strategy, but about execution and results. And execution depends very much on what people do,...
Move! 10th Anniversary
Move! 10 Years !!! In September 2004, so 10 years ago by now, Clement decided to change his Learning & Development D...
Dialogic Organization Development
Gervase Bushe & Robert Marshak (eds.), (2013). Advances in Dialogic OD. OD Practitioner. Journal of the Organization...
Practice Areas
We develop exclusively customized approaches geared to your organizational challenges and focusing on sustainable busine...
Strategic HRM ?
Ulrich, D., (2010). Are we there yet ? What's next for HR ? Michigan Ross School of Business, Executive White Paper Seri...
Organizing for Sustainable Performance
C. Leemans, (2016). Organizing for Sustainable Performance In this short four page leaflet, we present Move! as an OD Co...
INDAVER People Make Projects Work
Context & Issues Indaver is a waste management player, active on the Belgian, Dutch, German, GB and Irish market. Fo...
Distributed Leadership
Leemans, C., (2017). Distributed Leadership. A powerful engine for Organizational Performance. Leadership Excellence Ess...
Engaging Experiential Learning Activities
C. Leemans, (2010). Engaging Experiential Learning Activities Ideally experiential learning happens “at work” and is...
Collaboration between Turkey and EU companies
C. Leemans, M. Ozgödek, et al. (2013) International Network for Organizational Performance (INOP). Collaborating in Div...
Carglass Belux Performance Improvement Process
PROJECT DESCRIPTION: Context : The organization works with a lot of, relatively small, subsidiaries. The central HR depa...
Strategic Leadership
A high performing organization is agile, capable of inventing rapidly new answers to the global, fast changing, complex...
Coaching & Co : Community of Practice at UC Leuven Limburg
Move! worked with the University College Leuven-Limburg to set up a Community of Practice on 'Coaching & Co'. It bri...
Sustainable Business Development
Barry Colbert & Elizabeth Kurucz., (2007). Three Conceptions of Triple Bottom Line Business Sustainability and the R...
ERM Towards a Learning Organization
Context & Issues ERM Belgium - Holland, is a subsidiary of a large US based Environment and Sustainability consultan...
Distributed Leadership & Autonomous Motivation
Paul Adler, Charles Hecksher & Laurance Prusak., (2011). Building a Collaborative Enterprise. Four Keys to creating...
SHRM Practices
Is our HRM triggering the individual and collective behavior we want to see in a learning organization : autonomy, intra...
Change Management
Scott Keller & Caroline Aiken., (2000). The inconvenient truth about Change Management. Why it isn't working and wha...
Organizations in the Collaborative Economy & Peer-to-Peer
Bauwens & Kostakis., (2014) Network Society and Future Scenarios for a Collaborative Economy. The thinking about dis...
Job Crafting : A new look at job and workplace design
Amy Wrzesniewski, Justin M. Berg, & Jane E. Dutton., (2010). Turn the Job you Have into the Job you Want. Harvard Bu...
KBC Insurance A co-creative strategic process
INTRODUCTION: Process Consulting for a major ‘business strategy development’ project where we focused on involving a...
Using Consultants in Organizations
Edgar Schein, (1990). A General Philosophy of Helping : Process Consulting. Sloan Management Review. Process Consultatio...
HRD as a strategic business lever
C. Leemans & S. Duts (2013)., Human Ressources Development as a strategic business lever. This article has been writ...
Learning Organization
Garvin, David A., Amy C. Edmondson, and Francesca Gino. "Is Yours a Learning Organization?" Harvard Business Review 86,...
Learning & Change
Our focus is on building Learning and Change Capabilities in the organization. That can take place in different contexts...
The Lafarge Learning & Development Network
C. Leemans. (2004), The Lafarge Learning & Development Network. A collaborative effort to develop and implement orga...
Support for internal facilitators Lafarge China
INTRODUCTION: Due to rapid growth and acquisitions, the Corporate University wanted to decentralize its integration prog...
Cristal Union A Learning Network as policy driver
Context & Issues In the organization a number of sugar and alcohol plants come together. Traditionally those plants...
Strategic Process
Gerry Johnson, Kevan Scholes and Richard Whittington., (2005), Exploring Corporate Strategy (7th Edition) Prentice Hall....
Job Crafting
Leemans, C., (2014). Learning Organization & Job-crafting : A powerfull couple ? In this short article Clement Leema...
How Organizations Trigger Sustainable Performance.
C. Leemans. (2012) How Organizations trigger Sustainable Performance. A Mental Model for Organizational Development. In...

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Our Toolkit Impact through Involvement, compiles over 60 useful job-aids to be used in individual, team and organizational development.  The toolkit consists out of five sections. For use in organizations we customize these tools or develop new ones in function of the need.

Click on the colored tabs to go to the content table of each section and a sneak preview into the job-aids.

Individual Development

Individual Development : Content Table

  • Performance Management Process Phased overview of a sound Performance Management Process, with checklist for the performance planning, development and review phase. (GB NL FR)
  • Objective Setting : S.M.A.R.T.T. Model to help you set operational goals that help drive performance (GB NL FR)
  • Build Up Coaching Session Description of a scenario for powerful coaching sessions in five steps (GB NL FR)
  • GROW model for Coaching General model for preparing and conduction coaching activities, to be used by coach and coachee (GB NL FR)
  • Coaching styles Model based on situational leadership that helps you adapt your attitude as coach in function of the competence and confidence level of your coachee (GB NL FR)
  • Constructive Feedback A number of specific guidelines and an easy to use format to help you give constructive feedback to others (GB NL FR)
  • Questioning & Listening Tips how to use questioning and listening techniques to help coachees gain awareness on their own behavior, the impact on others & the progress they make. (GB NL FR)
  • Behavior Wheel Analytic tool to establish the reasons why somebody underachieves and what might help him to address the performance issues best. (GB NL)
  • Achieve Model Is an alternative model for the behavior wheel and examines the reasons why somebody is not performing up to standard (GB NL)
  • Individual Development Plan Process and format to formulate learning objectives linked with business objectives and create effective follow up (GB NL)
  • Checklist for effective Coaching Questionnaire for coach and coachee to identify strengths and weaknesses in the coaching relationship and prepare feedback for each other (GB NL FR)
  • Appraisal Interview Process & Tips Guidelines and structure for a constructive and motivating appraisal interview (GB NL)

Sneak Preview

These are three examples of job-aids from the Individual Development section.  Click on the thumbnail to download the pdf version of the tool.

                   JobaidGROW                 jobaidSITUATIONALCOACHING                JobaidFEEDBACK

Team Development

Team Development : Content Table

  • Team Work Model : GRPI An easy model allowing for team reflection and feedback as a start for team development activities (GB NL FR)
  • GRPI questionnaire Questionnaire based on the GRPI model to raise awareness with team members and prepare for discussing on how the team functions and what can be done to improve the team process. (GB NL FR)
  • Action Centered Leadership (J. Adair / Margerison & Mc Cann) Model(s) to be used by team leaders in order to create sufficient balance between the individual, team and task needs of their team. It’s also a way to look at different work types needed for an effective team and the skills to link those tasks (GB NL FR)
  • Inter-vision Guidelines to create effective peer coaching between colleagues and practitioners (GB NL FR)
  • Meeting Management Tips and guidelines for the preparation, facilitation and process check of effective meetings (GB NL FR)
  • Multi Voting A simple way to ‘prioritize’ issues, action, etc.. in a team setting without thorough analysis as a first step in the decision making process GB NL FR)
  • Brainstorming Checklist for effectively using the brainstorm technique in groups to trigger creative and new ideas (GB NL FR)
  • Mind Mapping A visual technique to support the brainstorming process and visualize the ideas of a group of people (GB NL FR)
  • Effective Decisions Model linking the ‘way a decision needs to be made’ and the ‘nature of the decision’. It stimulates effective decision making. (GB NL FR)
  • SWOT Analysis A team technique used in the process of strategy and action plan building, to map the strengths & weaknesses of a team or project (GB NL FR)
  • New Leader Expectation Activity Scenario for an activity that allows new team leaders to contract with their team and start to build common ground and vision. (GB NL FR)
  • SADIE Problem solving model that allows teams to create an effective process without jumping to conclusions and solutions. It indicates tools and methodologies to be used at each step of the problem solving process. (GB NL FR)
  • SORA An alternative problem solving model to structure the process and use the right methodology and tools at the right moment (GB NL FR)
  • Intake Team Development A flow, and checklist of questions you can ask when team-leaders ask you to work with the team as a process consultant (NL)

Sneak Preview  

These are three examples of job-aids from the Team Development section.  Click on the thumbnail to download the pdf version of the tool.                  

                       JobaidGRPI              JobaidINTERVISION              JobaidSADIE

Org. Development

Organizational Development : Content Table

  • Consulting Process Description of an 8 step model leading to an effective internal or external consulting relationship with customers, based on Flawless Consulting by P. Block (GB NL)
  • Intervention Strategy Detailed mapping of the different steps in an intervention linking individual, team and organizational aspects of the issues involved (GB)
  • Business Needs Analysis Needs analysis process that goes beyond the symptoms, identifying the real issues, their stakeholders and the possible levers for behavior change. (GB NL FR)
  • Stakeholder Analysis Methodology to map the stakeholders of a consulting project, a change effort or a project (GB)
  • Initial Contact Job-aid support internal and external consultants in their first contact with a customer on a specific project or issue (GB)
  • Contracting Checklist Checklist to be used by internal and external consultants to assess the quality of their initial contracting with customers (GB)
  • Force Field Analysis Methodology to assess with a team or organization the hindering and facilitating factors for a planned change (GB NL)
  • Scenario Planning Technique used in strategic planning allowing for flexible long term plans based on different alternative scenarios of how the business context may evolve. (GB)
  • SARAH Change model that helps you understand people’s reactions in a particular phase of the change process and enables you to adapt your communication and actions accordingly (GB)
  • Change Loop An alternative model to SARAH that helps to foresee people’s reactions to change and create appropriate response and actions (GB)
  • Balanced Scorecard Used to translate vision and strategy into actions taking into account long and short term outcomes and balancing the interest of different stakeholder groups. (GB NL)
  • Community of Practice A network based methodology to develop knowledge and action within a field of expertise or activity in an organization (GB)
  • Autonomous Motivation How to design the work situation in order to create a autonomous motivation. The view of the Self Determination Theory. (GB NL)
  • Confrontation Matrix A methodology used in the formulation of business strategy. It allows to confront the environmental scan data with the internal strengths and weaknesses of the organization in order to identify the strategic levers to work on (GB)
  • Environment Scan / Pestel Analysis A checklist for doing a thorough environmental scan that allows you to identify the trends, changes and evolution in your wider business environment. It is one of the first steps in a sound strategic process (GB)

Sneak Preview

These are three examples of job-aids from the Organization Development section.  Click on the thumbnail to download the pdf version of the tool.

         JobaidFFA               JobaidSDT               JobaidPESTEL

Project Management

Project Management : Content Table

  • Project Process Map Description of the different steps in setting up an effective process and identifying roles for steering committee & project team (GB)
  • Project Planning (GANTT) Planning technique for project work (GB)
  • Critical Path Method Planning technique focusing on the relationship between tasks in a project (GB NL)
  • Cause & Effect Analysis (Ishikawa) Group analysis technique in order to create clarity in the causal relationships between events (GB NL)
  • Impact / Effort Action planning technique allowing to evaluate possible actions in function of the effort it takes to put them in place and the impact it has on the expected results (GB NL FR)
  • Risk Analysis Analysis technique that allows to ‘map’ the different risks involved in an undertaking or project and ‘evaluate’ them in function of their probability and impact (GB)
  • Project Learning Review List of questions and issues to review after a project in order to create transferable learning to other projects (GB)
  • Stakeholder activities Job-aid helping you to choose to prepare stakeholder activities in a project or a change process context (NL)
  • Focus Groups Description of what focus groups are and how to go more ‘in depth’ NL 10 Individual Interviews Description of the interview technique and tips to make an interview more in depth (NL)
  • Data analysis Steps you can take when you have to do some research and how you can make that research useful (NL)
  • RASCI Matrix Matrix model that allows for identifying different roles and responsibilities for different part of action or project plans (GB NL)
  • After Action Review Methodology to organize the closure of projects and to identify the learning from a project in order to share that within the organization and to improve future projects (GB FR)
  • Deming Cycle (Plan, Do, Check, Act) Four step model to plan for action and change (GB)
  • Stakeholder Management Description of the process to identify stakeholders, analyse the stake, design stakeholder activities, create their involvement (GB)

Sneak Preview

These are three examples of job-aids from the Project Management section.  Click on the thumbnail to download the pdf version of the tool.

       JobaidRASCI            JobaidAAR             JobaidDEMING

Learning & Instruction

Learning & Instruction : Content Table

  • 8 Field Analysis Needs analysis method to understand learning issues and create appropriate learning interventions (GB)
  • Learner focused versus content focused Checklist helping designer and facilitators of training activities to focus on the learner and his learning process and not on other secondary concerns (GB)
  • Experiential Design (Double Decker Concept) A concept for real experiential learning in a ‘development track’ setting (GB NL)
  • Checklist Learning Activities Checklist for trainers in order to choose appropriate instructional activities (GB NL FR)
  • Types of process interventions Description of the different interventions on process level a facilitator can use to initiate or clarify communication in teams (GB NL FR)
  • Guidelines for debriefing group activities Job-aid for facilitators to structure well the debrief of team activities, experiential game, etc… (GB)
  • Involvement : look at training Pair of glasses to look at training activities and give feedback to trainers on how they created involvement of learners (GB)
  • Design and Preparation Tool Job-aid for facilitators to prepare, structure and document their activities: workshops, training, stakeholder activities,… (GB NL)
  • Statement game A discussion technique that allows for different opinions to be voiced and helps people to understand and develop empathy for different possible viewpoints. (GB NL)
  • Checklist for instructional design This job-aid is for trainers to use when designing and developing a training flow and scenario.It is to be used with the ‘scenario template’. (NL)
  • Learning activities This job-aid is for trainers to help them consider as much different learning activities as possible and select the right instructional methodology in function of the learner group, the objectives and their own experience. (NL)
  • Your Learning Path (Experiential Learning) Recommendations on how to build an experiential learning process. (GB FR)

Sneak Preview 

These are three examples of job-aids from the Instructional Design and Facilitation section.  Click on the thumbnail to download the pdf version of the tool.         

     JobaidLEARNERFOCUSED                     JobaidEXPERIENTIALLEARNING              JobaidDESIGN

Feel free to use our Job-aids (pdf) for your individual use or for use in public education.  If you translate it into your language, Move! would appreciate you sharing it on this website.  If you want to access the other available tools or you want to use them as consultant for paid assignments please contact Move!