Leaders around the world turn to Olivier Courtois tocoach them through the dysfunctions that happen in transitions or duringchallenges. Whether making decisions at the top, running teams or just startingout, we’re all prone to the same patterns of dysfunctional behaviour, he says, particularlywhen conditions become complex or volatile. While we may all be human, we areall equally able to surpass ourselves as leaders: as a coach on five continentsfor over 35 years, he has opened the way for thousands of leaders to find the rightpath for their business, for their careers and for their lives. He is a regularkeynote at conferences and trains leaders globally. He is a member of the MCE (AMA)faculty and has worked in senior positions at people consultancies, such as KornFerry.

‘In this wonderful work Olivier Courtois gets to the heartof how leaders can shape the world around them’, Professor Michael Stanford,founder, Summit Leaderership and author, Leadership Transition • ‘A must-read for anyonelooking to elevate their leadership skills’, Stephan Mardyks, chief executive,House of Leading Brands and creator, Decision-Making Done, Fort Worth, Texas • ‘A tour de force ... afuture-fit operating system’, Stephen Bruyant-Langer, president and founder, ThePersonal Business Plan; associate professor, strategic market management,Copenhagen Business School; and associate, Møller Institute, Churchill College,The University of Cambridge • ‘Oliviermakes becoming a better leader easier by demystifying what it takes to beeffective in dealing with other people. A great book to help you developyourself’, Ron Meyer, professor of strategic leadership, Tilburg University andAntwerp Management School, and managing director, Centre for Strategy &Leadership • ‘Olivieroffers exceptional insights and tips on leading and inspiring complex teams …in an increasingly ambiguous and fast-changing environment, he brings alignment,clarity and engagement’, Andrew Stotter-Brooks, chief advisor to Group Head ofLearning.  ADNOC, Abu Dhabi, and founder,Weird Humans

• (Dysfunction 1) Self-ignorance (Dysfunction 2) Isolation (Dysfunction 3) Poor communication (Dysfunction 4) Lack of vision (Dysfunction 5) Dispersion (Dysfunction 6) Mistrust (Dysfunction 7) Exhaustion (Conclusion) Growth plan

Leaders around the world turn to Olivier Courtois tocoach them through the dysfunctions that happen in transitions or duringchallenges. Whether making decisions at the top, running teams or just startingout, we’re all prone to the same patterns of dysfunctional behaviour, he says, particularlywhen conditions become complex or volatile. While we may all be human, we areall equally able to surpass ourselves as leaders: as a coach on five continentsfor over 35 years, he has opened the way for thousands of leaders to find the rightpath for their business, for their careers and for their lives. He is a regularkeynote at conferences and trains leaders globally. He is a member of the MCE (AMA)faculty and has worked in senior positions at people consultancies, such as KornFerry.

‘In this wonderful work Olivier Courtois gets to the heartof how leaders can shape the world around them’, Professor Michael Stanford,founder, Summit Leaderership and author, Leadership Transition • ‘A must-read for anyonelooking to elevate their leadership skills’, Stephan Mardyks, chief executive,House of Leading Brands and creator, Decision-Making Done, Fort Worth, Texas • ‘A tour de force ... afuture-fit operating system’, Stephen Bruyant-Langer, president and founder, ThePersonal Business Plan; associate professor, strategic market management,Copenhagen Business School; and associate, Møller Institute, Churchill College,The University of Cambridge • ‘Oliviermakes becoming a better leader easier by demystifying what it takes to beeffective in dealing with other people. A great book to help you developyourself’, Ron Meyer, professor of strategic leadership, Tilburg University andAntwerp Management School, and managing director, Centre for Strategy &Leadership • ‘Olivieroffers exceptional insights and tips on leading and inspiring complex teams …in an increasingly ambiguous and fast-changing environment, he brings alignment,clarity and engagement’, Andrew Stotter-Brooks, chief advisor to Group Head ofLearning.  ADNOC, Abu Dhabi, and founder,Weird Humans

• (Dysfunction 1) Self-ignorance (Dysfunction 2) Isolation (Dysfunction 3) Poor communication (Dysfunction 4) Lack of vision (Dysfunction 5) Dispersion (Dysfunction 6) Mistrust (Dysfunction 7) Exhaustion (Conclusion) Growth plan