Training for executive boards

Which training brings an executive board together?

Effective executive board training works three levels in order: each member’s ability to handle their own pressure, the quality of their relationships, then how the group operates. An offsite that starts straight in on 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, spread over several months rather than packed into a day.

The problem we see most often

An executive board that rarely disagrees on strategy. The plan is written, the indicators exist, the meetings take place.

And yet: decisions get replayed in the corridor, information moves badly between departments, two people have not really spoken for eighteen months, and the energy from the last offsite was gone within six weeks.

This is not a strategy problem. It is a problem with how the group works, and it will not be solved by another plan.

One-off offsite, or programme?

Both formats exist and they answer different needs.

An offsite is a high point: it opens something, it marks the moment, it puts everyone in the same room. That is useful for launching momentum, for celebrating, or for raising a subject that has never been put on the table.

A programme aims at changing how the team operates. The group training runs two to four days, with every board member present. Each person is then supported individually for six months to a year, and the programme explicitly plans its own reactivation.

JUMP builds programmes. An offsite can be the starting point, but it is not enough, for a documented reason: learning that is not reactivated fades. That is the central mechanism of memory, and no one-day format escapes it.

How learning is actually anchored

The JUMP@ method

JUMP@ was created ten years ago and rests on applied neuroscience and the mental preparation of elite sport. It unfolds in four stages.

J — Judging myself clearly. Managing stress and mental fatigue, sharpening focus, building confidence and motivation, breaking out of limiting mental patterns.

U — Understanding others. Developing emotional intelligence, improving communication, handling conflict and crisis better, balancing personal and working life.

M — Management and leadership. Finding meaning and setting objectives, building an effective strategy, making the most of skills and moving to action, making the right decisions.

P — Permanence. Anchoring learning over the long term, applying concrete exercises, changing the way you operate for good.

The method in detail

The programme, stage by stage

1. Audit

A department by department assessment: each member of the executive board is audited within their own, where they actually work. This is where the starting indicators are identified, and where it is decided what will be measured at the end.

2. Adaptation

The method is tailored to what the audit found. No two JUMP programmes are alike: the content, the order of the sequences and the pace are built around your situation.

3. Rollout

An iOS and Android app carrying the method, with individual pathways for each board member. Leads inside your company, or provided externally, to drive the momentum day to day.

4. Momentum and follow-up

From the launch, with internal communication to match, through in-company challenges, to tracking how things evolve. We are present between the group sessions, not only during them.

5. Meeting the objectives

Checking the objectives set at the audit, and whether the change has held. This is the stage most schemes do not have.

What determines the budget of a programme

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 list, for a simple reason: two executive boards of the same size can have very different needs, and a headline figure would be wrong in most cases.

What does not change is the set of factors that determine the budget. Here they are, so that you can gauge the order of magnitude for your own situation before you even call us.

Factor	What moves the budget
Number of participants	A board of 5 and an executive committee of 15 do not call for the same arrangement
Length of the programme	From six months to a year of individual support, after the group training
Number of group training days	From two to four days. This is the largest single cost
Camille Lacourt taking part	His presence, and how much of it, weighs on the budget
Rolling out the app	Number of licences, length of access, functional scope
Internal or external leads	Training your own leads costs less than outsourcing them, but demands their time
Length of the follow-up	Post-programme follow-up can run from a few weeks to a year
Geographic spread	A team across several sites means travel

These variables are settled with you, in a first conversation, and the quote follows from them. The audit itself is the first stage of the programme: it is what sets the indicators the programme will be judged against.

On funding: JUMP SAS is Qualiopi certified for training activities (ICPF certificate no. QUA009764), which is what opens access to French public and pooled training funds, a requirement since 1 January 2022. The exact arrangements then depend on your sector, your headcount and the scheme chosen. We go through it with you at the audit.

Questions about funding and eligibility

Which companies this is for

JUMP is for French companies with a constituted executive board, usually between 4 and 15 people. There is no revenue threshold and no minimum company size.

Two conditions matter, and neither has anything to do with size:

• a company director genuinely committed to the process: an executive board programme the chief executive excuses themselves from does not work;
• clearly shared out areas of responsibility within the leadership team.

The person who approaches us is, depending on the case, the chief executive, the HR director, the training director, or the executive committee as a whole.

What companies have seen

Over ten years, the companies that have adopted the JUMP@ method have seen a fall in absenteeism and stress, a rise in engagement, better productivity and team cohesion, stronger leadership and internal communication, and growth in revenue and net margins.

These are observations, not a guarantee of results. The indicators that concern you are defined with you at the audit.

“Four years on, I still apply what I learnt in JUMP@ day to day. It is a real game changer.” — Cécile Boury, CEO, CBCI

This testimonial was given in French and is translated here.

Starting with a conversation

We go through your needs with you, your objectives, the number of people to audit and to train, the number of days and how your team is spread geographically. The quote follows from that, broken down step by step: audit, training, follow-up, review.