The 19 questions we are asked

Effective executive board training works three levels in order: each person’s ability to handle their own pressure, the quality of the relationships between members, then how the group operates. A scheme that starts with the collective produces surface cohesion, which does not survive the first difficult call.

That is the logic of the JUMP@ method: four stages, from the most individual to the most collective, over several months. The programme

The budget depends on eight main factors: the number of participants, the length of the programme, the number of days of group training, whether Camille Lacourt takes part, whether the app is rolled out, the choice between internal and external leads, the length of the follow-up, and how widely the team is spread geographically. Every programme is quoted individually, after a first conversation about your needs, and broken down step by step: audit, training, follow-up, review.

We do not publish a price because two executive boards of the same size can have very different needs: a headline figure would be wrong in most cases. The cost factors in detail

AI now handles analysis, reporting, synthesis and the production of documents. What remains distinctive in a leadership team is human: making judgement calls under uncertainty, reading the real state of a team, carrying an unpopular decision, defusing a conflict, making people want to follow. These cannot be delegated to a tool.

The World Economic Forum ranks creative thinking, resilience, flexibility, leadership and social influence just behind technical skills among the fastest growing skills to 2030. For an executive board, that means soft skills and emotional intelligence become the real advantage. How they are trained

Individual coaching supports one person on their own issues. Group training works on how a team operates: shared vocabulary, shared rules, the relationships between members. Both are useful, but coaching the chief executive alone does not change how their board works.

JUMP offers a third option: a group format with individual work built into it. Each member follows a personalised pathway in the app, and the collective is built face to face. It is the only way to handle both levels without separating them.

Neuroleadership is the application of findings from cognitive and affective neuroscience to management situations: deciding, communicating, handling conflict, holding attention under pressure. It is not a scientific discipline in its own right, but a field of application that translates published research into managerial practice.

Detailed definition, mechanisms and limits

Both exist on the market, and the question is a fair one. Neuroscience brings something real but modest: understanding why certain situations systematically degrade the quality of decisions, and what to do when they arise. It does not explain everything and it does not replace a company director’s experience.

The test is simple: ask your provider what neuroscience does not allow you to do. If they have no answer, it is a marketing argument. Our answer

He genuinely trains. Camille Lacourt is a co-founder of JUMP SAS and works hands on: he runs the sessions and works directly with executive boards.

What he actually brings

A company director and an elite athlete share one constraint: deciding and delivering under pressure, with lasting consequences and no chance to start again. The difference is that the athlete was trained to handle that pressure, surrounded by support staff, with scheduled recovery. The company director, almost never.

What transposes, and what does not

Group training for the executive board runs two to four days, with every member present. It is followed by individual support for each member, lasting six months to a year. The exact length is agreed with you before the quote, according to your objectives and what your board can realistically commit to.

We do not offer a one-day format. Learning that is not reactivated fades: compressing a programme into a single date would mean selling an effect we know to be temporary.

The reference framework is the Kirkpatrick model, in four levels: reaction, learning, behaviour, results. The first three are measured well. The fourth, the effect on the organisation, is the most interesting for a company director and the hardest to isolate, because a fall in absenteeism can have ten causes.

Our rule: set the indicators at the audit, before the programme begins, so that there is a point of comparison. Training that defines its indicators at the end measures nothing. Detail

That is the fourth stage of the method, Permanence, and it is treated as a stage in its own right rather than an optional extra. It rests on two things: the mobile app, which reactivates learning at spaced intervals, and internal or external leads who keep the momentum going day to day.

Learning that is not reactivated decays: that is how memory normally works. What that means in practice

The app, available on iOS and Android, carries the JUMP@ method and serves one purpose: reactivating what was learnt between the group sessions and after the programme ends. It offers individual pathways, short exercises, and reactivation at widening intervals.

It does not replace being in the room: what gets untangled in a room with an executive board does not happen in an app. It stops that moment from leading nowhere. Find out more

There is no size or revenue criterion. What makes the scheme worthwhile is the existence of a constituted executive board, usually between 4 and 15 people, with defined areas of responsibility.

Two conditions genuinely matter: a company director committed to the process (a programme the chief executive excuses themselves from does not work) and a leadership team that is already structured. Below four people, the collective dynamic that makes the format worthwhile does not exist.

Yes. JUMP SAS is Qualiopi certified for training activities (ICPF certificate no. QUA009764, valid until 6 July 2029), which is the condition for accessing French public and pooled funds, in force since 1 January 2022 (French Ministry of Labour). The exact arrangements then depend on your OPCO, your sector, your headcount and the scheme chosen: we go through it with you at the audit.

One warning about the tax credit for training company directors, still widely presented as available: it no longer applies to expenditure incurred since 1 January 2025. Article 244 quater M of the French tax code that carried it was repealed by law no. 2026-103 of 19 February 2026, and the tax administration has withdrawn its commentary (BOFiP, ACTU-2026-00044). What the Qualiopi certification guarantees exactly

Disengagement, absenteeism and turnover cost 14,840 euros per employee per year in France, according to the IBET© 2024 index published by Mozart Consulting on 10 November 2024, a rise of 12% in a year. Nationally, the loss of competitiveness is estimated at 297 billion euros.

A warning: the figure of 13,250 euros that circulates widely corresponds to the 2023 edition and is out of date. Primary sources and the historical series

Not on its own, and be wary of anyone who says it can. Absenteeism has multiple causes: organisation, workload, line management, pay, the meaning of the work. Training acts on some of them, not all.

What we have observed over ten years among the companies we work with: a fall in absenteeism and stress, a rise in engagement, better productivity and cohesion. These are observations, not a guarantee of results.

The audit is done department by department: each member of the executive board is audited within their own, where they actually work. It establishes the assessment and identifies the starting indicators the programme will be judged against. It is the first stage of the programme, and it appears as such on the quote.

It is always done: we do not offer off-the-shelf programmes. The scope and the budget, for their part, are settled beforehand, in a first conversation about your needs.

The format is designed for an executive board, so usually between 4 and 15 people. Beyond that, the collective dynamic that makes the scheme worthwhile, the conversations that get untangled, the building of a shared vocabulary, becomes hard to achieve.

For larger headcounts, the rollout happens in waves, with the executive board first.

Three differences. The format is collective and works on the leadership team, not on an isolated director. The methodological source combines applied neuroscience and the mental preparation of elite sport, with a world champion who genuinely trains. And the programme plans for its own aftermath.

To our knowledge, no player on the French market brings these three together.