Come sviluppare capacità di impatto e messa a terra dei risultati?

3 instincts have supported us in our evolution, guaranteeing our survival, both as individuals and as a species:
– that of protecting ourselves, using caution, looking for something bigger and stronger to belong to (family, social groups), and developing structures to guide and govern ourselves
– that of engraving, making and leaving a mark in doing so
– that of evolving by adapting

What prevents us from achieving results

In recent years, complexity has exacerbated the friction of these urges, healthy and useful, sometimes generating dysfunctional results or stalemates:

  • useful diversity and constructive dissent are sacrificed to predominant guidelines and automatisms that are, in some cases, only loosely and connected to the new context dynamics and therefore doomed to failure
  • formal agreements are not backed up by an actual commitment, thus weakening determination and tenacity
  • the need for structure and control hinder decision-making and operational agility
  • structure becomes a comfort zone from where it is extremely difficult to get out once the pressure towards performance and recognition have ceased. In this sense, structure plays against the identification of more pondered, context-specific solutions
  • in ambiguous and uncertain situations, decisions (and responsibilities) are delegated to someone else (or to everyone and, consequently, to none)
  • the perception of the limited value of individual contributions result in the smothering of the desire to contribute and of the determination to do so
  • common objectives are perceived as imponderable and the personal ones divert from the overall view
  • the connection between contribution and value of the person results in a dysfunctional attachment to one’s positions and previous plans, even when changing or replacing them would be desirable
  • the intention to maintain an agreement generates a loss of efficiency and effectiveness (dysfunctional compromises, lack of incisive communication, etc.)

We need to go beyond these difficulties to ensure the expected level of performance, both in the short as well as in the long term. This requires the development of impact skills by integrating effective and concrete skills with the capability of seizing change and changing along.

How to assess impact skills

When a structure, especially if experienced, stops responding to the stimuli and challenges of the context, there are several risks:

  • not intervening immediately pursuing a transformation but rather perseverating in the attempt to improve and evolve (even if making hard and impactful choices)
  • remaining stuck in a loop like snake biting its own tail: it is difficult to change people’s approach without changing their context; it is difficult to make substantial changes to the context without changing the people’s approach
  • solely or mainly focusing and investing on instruments and technical skills
  • performing extraordinary actions in order to maintain and legitimize consolidated logics
  • delegating to others (both inside and outside the structure) the power and responsibility to change
  • underestimating both constraints and resources, leaving them only partially used and valued

This is how performance stops being the outcome of daily actions and rather becomes the effect of a transformation process.

Self-empowerment: a turning point

A transformation is not a linear or progressives phenomenon but a discontinuity with exponential effects. Not all changes are or should be transformative. But if they are, it would be useful to manage them accordingly, with a “holistic” approach.
There are, however, some general aspects that always call for an intervention, although in some contexts more than in others, training the ability and attitude to:

  • focus on one’s own impact area
  • prioritize one’s investments privileging what can, at least partially, be influenced
  • identify and appropriately use all the available resources – both internal and external – and adopt an action-oriented approach
  • be confident in oneself and the future, realistically, acknowledging the risks but, at the same time, allowing oneself the chance to experiment, ready to seize opportunities and learn from mistakes
  • know how to recognize blocks and constraints in order to use or circumvent them
  • challenge oneself without having to prove anything and worrying about hiding one’s limits, while, at the same time, committing to bypassing them
  • desire and build meaning in order to have the energy needed to proactively take on new challenges and persist.

Development and self-empowerment train these abilities because they cause both the individual and his/her team to question themselves, favoring the real experimentation of effective and tested instruments on the field.

Developing impact capabilities: micro and macro

To fully express the organizations’ creative potential a development project works ideally on several levels:

  • individual abilities, orientations, attitudes and energy
  • the virtuous combination, within teams and between them, of such abilities, orientations, attitudes and energies, also in the case of individual actions

Impact comes from the synergy between individual actions and the ability of the organization to support and guide the individual in its path towards performance and transformation.



It collects the common thread of our thoughts and experiences. It also gives a narrative voice to the instruments we offer and the meetings we hold in the companies we work with.

International Day of Slowness

La maratona come esempio di percorso per raggiungere perfomance efficaci

Preparing for the marathon: a humility lesson

Successo professionale: non si può non scegliere

You cannot not choose

Instruments, concepts and exercises to start experimenting and deepen the key concepts of self-empowerment as applied to the development of integration and cooperation.

P as in Possibility

Open yourself up to a possibility by adopting an experimental rather than discriminatory approach

G as in Generativity

Generativity means encountering the other, putting up with difference, and integrating of points of view, energies, perspectives

I as in Incisivity

Shake things up and be provocative in the first place with yourself, to change and generate

O as in Ownership (Protagonism)

Protagonism means feeling the main actor of one’s growth and path


Applied in challenging contexts, to experience the implementation of our actions first-hand

torreluna empowerment organizzativo

Organizational Empowerment: A division in strong development needs an empowerment path for all managerial lines

A division in the areas of products, technologies and business in the rapidly growing automotive market needs its managerial lines to lead growth through the development of all the people in the organization.

Go to the project
Empowerment di comunità in azienda

People Development: An empowerment path dedicated to the technical community of a company

A company with a very high technological profile wants to implement a technical career path, allowing its internal “gurus” to gain influence and authority to contribute and influence business decisions.

Go to the project

I’D PREFER NOT TO KNOW, Federico Vagni’s podcast

Objectives and discipline

First the pre-figuration and direction (the objectives), then the solidity and implementation (the results). It is difficult not to get caught in the concept of importance of the objectives and not to be given some good advice to define them correctly (the international acronym SMART, for example). Our proposal, in this case is once again to go beyond the technical skills, starting from a personal, deep and authentic inner exploration, wondering who one is and what one loves before focusing on the goals to be pursued.

Development based on strength

Is it better to work on strengths or weaknesses? One does not exclude the other: thinking that one can evolve and achieve significant results only focusing on his/her own strong points may result in overlooking the fact that some weaknesses can be disabling, as the weak link in a chain. Increasing one’s impact entails starting from one’s strengths, being confident, but also allowing oneself the opportunity to train the weaker parts. Obviously, such training should not happen during a match, when it is most necessary to use one’s best skills!

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