Alexis Desjardins
Former officer. He commanded 300 soldiers, fell, rebuilt. Today he speaks to leaders and managers to pose a troubling question: what if the constraint you call management is exactly what hinders your performance?
Ten years as an officer in the Army. Command, demands, decisions that engage men. Transitioning from commanding a company of 300 people to selling photocopiers at Canon France in 6 months. Having triggered hiring with a spontaneous application for a telemarketing internship addressed to students and getting a foot in the organization. 5 years in commerce between multinationals, mid-sized companies, and SMEs, experiencing different management styles, including toxicity. Two severe depressions. One in the army, one in commerce. Twice, rising again after a true collapse. This journey taught him one thing that management training does not teach: an individual who dedicates their energy to self-protection cannot invest it in their mission. It's mechanical. And most organizations create exactly that without knowing it, without wanting it. Alexis Desjardins speaks to leaders, executive committees, and professional networks around a central thesis: freedom is not the opposite of performance. It is its condition. Something other than positive psychology or personal development. A clear-eyed reading of what truly holds teams together or lets them down over time. A source of managerial inspiration to make them responsible, inspire ethical leadership, and reconcile human factors and economic performance in a virtuous circle. What he conveys, he has lived. It's the only guarantee he gives.
Prices
- Conference : 3500 €
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His conferences
Freedom Creates Performance
Freedom creates performance. You do not perform under constraint. In some organizations, people cooperate. In others, they defend themselves. Not a question of recruitment. Not a question of corporate culture in the vague sense of the term. A question of system. An individual who spends their energy protecting themselves from ambiguity, from contradictory injunctions, from arbitrariness, cannot invest it in their mission. It's mechanical. Not an opinion. This is the question that Alexis Desjardins poses on stage: why do some organizations naturally produce cooperation, while others generate friction and disengagement, often without seeing it, often without wanting it? The answer he has spent years constructing, in military command, in business, and in his own reconstruction, can be summed up in one word that no one really dares to put on the table in executive committees: freedom. Not a state of mind. An organizational condition. The conference explores three concrete dimensions: - inner freedom, thoughts, emotions, and actions aligned; - relational freedom, cooperation without friction, real trust; - organizational freedom, coherent framework, readable decisions, commitment that holds. What participants leave with: a precise reading of what hinders their organization, the friction zones they no longer saw, and actionable levers to restore engagement and meaning. The goal is clear: to reconcile the human factor and economic performance and create a virtuous circle.