DB&A, creator of custom-made trainings since 2003

Behavioral trainings

Posture beyond words

A unique methodology

  • Thanks to a triple experience curve: business management, theater techniques and personal development, DB&A has developed a state of the art methodology for the direction of ‘business actors’

Custom made trainings

  • The expertise of coaching on the one hand and training on the other hand enable us to integrate individualization within group dynamics

An active and playful pedagogy

  • « Practice, you will understand » : Our 1st pillar is to experiment before explaining   
  • « Understand how you operate », Our 2nd pillar to turn awareness into action

Quality trainers

  • Our clients appreciate the quality of DB&A trainings enhanced by the valuable experience and acting background of our trainers

Public speaking

Speaking in Public

You say

How can I overcome stage fright and be more at ease?

How can I make my speech more impactful?

How can I make sure my message will leave a mark?

We say

What if I relied upon my qualities as a speaker and took it a step further?

What if I committed to my speech to better engage the audience?

What if I went for dynamic conviction rather than static description?

What if I tried to understand my audience to better apprehend their expectations?

What if I structured my speech in a motivational logic?

We believe

You can’t manufacture a speaker by artificial means... you can turn a speaker into an actor of their speech by relying on their strengths and their unique style.

Successful presentations

You say

How can I give an impactful presentation?

How can I capture the attention of the audience from beginning to end?

We say

What if I aligned my material, my speech and my style?

What if I structured my presentation in a motivational logic?

What if my conviction enabled me to build a beautiful story?

What if the slides told my story?

What if I captured their attention from the outset?

We believe

What interests us all from a young age, are the stories we are told, not instruction manuals… Could that be the secret to a successful presentation?

Leading meetings

You say

How can I lead a productive meeting?

How can I channel the group’s energy while managing mine?

We say

What if I set a framework and position myself from the outset?

What if I took on my role in the posture of a host?

What if I strived to seek adherence while taking the lead?

What if tuned in to active listening to bounce back and move forward?

What if I learned to manage situations, questions, or the most difficult participants?

We believe

A meeting is a unique opportunity to take a collective decision.

Leading a debate

You say

How can I feel at ease when leading a debate?

How can I take the debate forward while assuming the role of mediator/host?

We say

What if I relied on facilitation and mediation techniques?

What if I stated my goal from the outset and maintained it throughout the debate?

What if I paid attention to my non-verbal communication?

What if I tuned in to active listening to bounce back and move the debate forward?

What if I learned to manage situations, questions, or the most difficult participants?

We believe

The debate must definitely introduce ideas but the host is in charge of moving them forward by involving each participant

Media Training by DB&A

You say

How do I deliver my message while maintaining the connection with the journalist and reaching out to the audience?

How do I deliver my message without being thrown off balance?

We say

What if I could learn from political communication?

What if I expressed my main message in terms of interest and profit?

What if I anticipated tough questions?

What if I used 5 keywords to sum up the ideas that meet the main objections?

What if I prepared in order to avoid justification?

We believe

Facing a journalist is a tough exercise: it requires preparation, anticipation and working on the right posture.

Train the Trainer: in-house Trainer training

You say

How can I train the people I work with?

How can I adopt a posture that promotes learning and group adherence?

We say

What if I took on my role with a different posture?

What if I set a pedagogical goal with a consistent program?

What if the start was crucial?

What if I tuned in to active listening to bounce back and move forward with the training?

What if I learned to manage situations, questions, or the most difficult participants?

What if I changed my approach of training?

We believe

Before he created DB&A David didn't like training... that’s why DB&A developed a unique methodology: to give everyone a chance to fall in love with training

Leading Hospital Staff Meetings

You say

How can I feel at ease in a staff or PR meeting?

How can I engage my audience and give impact to my presentation?

We say

What if I structured my speech differently despite an already established media?

What if I committed to my staff or PR meeting to better engage the audience?

What if I relied on my qualities as a speaker?

What if I took on my role as a facilitator?

What if I learned to handle the questions and discussion phase?

We believe

Regardless of the quality of the participants to a staff meeting, the facilitator has a key role that gives them the right to step forward and the duty to be heard.

Adherence

Adherence: win them over

You say

How can I motivate and engage others?

How can I take on my role as a manager without being too authoritarian?

We say

What if I managed to avoid argumentation and justification?

What if I was looking to convince durably?

What if I found an alternative to authority / persuasion / seduction?

What if I adopted the posture of a Coach Manager?

What if I managed tensions differently?

We believe

If you want to engage and motivate others, you have to commit first

Develop a Partnership Approach

You say

How do I build a partnership with my client?

How can I feel at ease in the exchange?

We say

What if I ‘tailor-made it’?

What if I could boost my self-confidence?

What if I asserted myself from the start by defining an axis of exchange that would take into account the context, my client’s expectations and my own conviction?

What if I tuned in to active listening to bounce back and build together?

What if I was looking to build a winning long lasting partnership?

We believe

If you want to develop a partnership, you have to build a relationship first and adapt to better convince

Negotiate in a reasoned way

You say

How should I negotiate with different interlocutors?

How can I feel at ease in the exchange?

We say

How can I convince?

What if I came to a third scenario?

What if I asserted myself from the start by expressing my conviction while taking into account the position of others?

What if I found an alternative to authority / persuasion / seduction?

What if I was looking for solutions in the other person to generate a long-term commitment?

We believe

View negotiation as the encounter of two scenarios that give rise to a third

How to go from a posture of product sale to selling of service?

You say

How can I feel at ease?

What if I ‘tailor-made it’?

We say

What if I had enough self-confidence to raise the confidence of others?

What if I asserted myself from the start by defining an axis of exchange that would take into account the context, the expectations of my client and my own conviction?

What if I tuned in to active listening to bounce back and build together?

What if I was looking to build a lasting relationship?

What if I was looking to build a lasting relationship?

We believe

Selling a service is to create a relationship between my clients and me, their needs and my offers, their real desires and my ability to adjust to them

Management

Managing individual adherence

You say

How can I motivate and engage an employee?

How can I do it without resorting to authority?

How can I help an employee go for what I would like them to decide?

We say

What if I found an alternative to authority / persuasion / seduction?

What if I worked on the inner workings of motivation and desire?

What if I adopted the posture of Coach-Manager and a path that fosters adherence?

What if I sincerely cared about my employee to better help them grow?

What if I was anticipated and managed tensions differently?

What if I could avoid argumentation and justification?

We believe

Gaining employee adherence requires a managerial posture: one that fosters decision.

Managing team adherence

You say

How can I motivate my team or a group?

How can I stimulate motivation and collective adherence without resorting to authority?

We say

What if I better understood the inner workings and the needs of a group?

What if I gave up pure authority in favor of a coach-manager posture?

What if I gave meaning through a vision or a shared ambition?

What if I gave a proper role to each individual by finding their keys motivators?

What if I played a key role in sharing and recognition, in order to develop team spirit?

We believe

Fostering team adherence lies in the manager’s capacity to respect individuals as well as the group while giving direction and recognition.

Transverse Management

You say

How can I find my place in a transverse organization?

How can I manage and demonstrate leadership beyond a hierarchical position?

How can I move my transverse projects forward?

We say

What if I drew a map of my transverse management players and their perceptions?

What if I identified the path I should take with each one of them?

What if I gave meaning throughout my transverse project?

What if I adopted a posture of natural authority?

What if I successfully managed the speeches and key moments of my transverse project?

What if I developed my skills as an influential communicator?

We believe

A Transverse Manager should be a catalyst for synergy with a strategy of benevolent and meaningful influence.

Communicating in times of change

You say

How should I talk to my staff in times of change?

How can I manage uncertainty, stress, and the questions of my staff?

We say

What if I identified my stress process to preserve myself and my team?

What if I shared my positive conviction about the meaning and relevance of this change?

What if I built my communication based on the phases of change?

What if I responded to the emotional needs of my staff?

What if I adopted a posture of inspiring adherence?

What if I was looking to tackle some problems before they arise?

We believe

In times of change, a manager should make sure, assure and reassure.

Manager à distance

You say

We say

We believe

Conduct performance appraisal interviews

You say

How can I feel at ease while conducting a performance appraisal interview?

How can I turn the appraisal into a motivation for the employee?

How should I go about an interview that looks problematic?

We say

What if I identified upstream the issues and the best evaluation criteria?

What if I prepared for the interview in order to define the basis for the exchange?

What if I became aware of the best posture to avoid pointless justification or argumentation?

What if I followed a protocol that promotes bottom line motivation?

What if I paid attention to the quality of my non-verbal communication and its consequences?

What if I sincerely cared about the interviewee and prepared a considerate interview?

We believe

A carefully prepared performance appraisal interview can be a unique opportunity to motivate or re-engage an employee.

Relational intelligence

Develop your assertiveness

You say

How can I assert myself through my communication?

How can I overcome my fear or lack of confidence?

How can I dare to say no?

We say

What if I dared to assert myself while seeking to respect others?

What if I could avoid reflex behaviors like flight response, passivity, aggression, manipulation?

What if I developed an assertive verbal and non-verbal posture?

What if I dared to say as much as I hear?

What if I expressed my emotions for a non-violent communication?

We believe

Being assertive is to express your conviction and emotions as much as daring to hear others

Strengthen your self-confidence

You say

How can I feel more at ease in my communication and in front of other people?

How can I overcome my fear or lack of confidence?

We say

What if I could draw a distinction between self-confidence, self-esteem and assertiveness?

What if I identified success strategies to strengthen my confidence?

What if I understood my fears and stress process to better manage them?

What if I dared to commit and assert myself while respecting others?

What if I built a link between my confidence and that of others?

What if I reinforced my non-verbal communication posture?

We believe

Confidence is built through yourself and others

How can I reduce my stress?

You say

How can I reduce my stress?

How can I channel my emotions?

We say

What if I identified my stress process and my response strategies?

What if I found new physical or mental pathways to reduce my stress?

What if I learned to identify, name and use emotions in a positive way?

What if I learned to identify my needs and find the right distance?

What if I learned to come back to the present with a full awareness of what is at stake?

We believe

Reducing your stress requires the ability to identify its process in order to modify it or substitute it for a different one.

Using your emotions

You say

How can I keep my emotions under control?

How do I know if my emotion is right and how to use it?

We say

What if I could interpret emotions, sensations, feelings and moods?

What if I used theatre to get to know emotions and their memories?

What if I developed my empathy to channel my emotions?

What if I learned to manage my emotions physically and mentally?

What if I incorporated an emotional dimension into my communication?

We believe

Allowing emotions to guide you gives you the power to share them better

Develop your empathy with mask and color

You say

How can I identify behavior patterns and their consequences on relationships?

How can I adapt my communication while accepting our differences?

How can I anticipate in order to avoid tensions?

We say

What if I understood differences through the energy of the mask?

What if I used the archetypes of the Commedia dell’arte in my daily life?

What if understanding my mask allowed me to make the relationship evolve?

What if I adapted my communication to the beliefs and values of my interlocutor?

What if I learned from other masks?

We believe

A key to an empathic relationship is to accept differences and get into the energy of someone else’s mask

Managing conflicts

You say

Comment éviter que les situations de tensions se transforment en conflit ?

How can I stop tense situations from turning into a conflict?

How can I express my point of view without taking the risk of increasing the conflict?

We say

How can I manage the stress generated?

What if I measured the risks and consequences?

What if I expressed my opinion in an assertive and factual manner while respecting others?

What if I could avoid argumentation and justification?

What if I uncovered non-violent communication to express my emotion?

We believe

You can’t always anticipate a conflict but you can defuse it through proper communication