Viblio provided an innovative, technology-enabled learning methodology designed to up-skill employees in the vertical competence of negotiation. The program, called the “Complex Negotiation Lab,” was inspired by diplomatic tradition and the principles of Integrative Negotiation from Harvard Law School.

The consulting and training project was an intensive course of 4 sessions, 4 hours each, using a mixed approach:

1. Guided Learning: About 30% of the total time was dedicated to expert-led sessions for sharing models and theories.
2. Whorkshop: About 70% of the total time was dedicated to small-group exercises, solving cases and real negotiation simulations.

Viblio Integration as an Enabling Tool:

• Self-Awareness: Participants could take a personality test (Big Five model) and a self-assessment test on their conflict management styles. This aimed to increase awareness of behaviors that might block difficult negotiation meetings.

• Continuous Support: Following the sessions, a specialized content collection was made available within Viblio. This material remained accessible for one year for self-development and skill consolidation.

In your vision, what is the main difference between a manager and a leader, given the same organizational role? And between a successful leader and one who fails?

In my experience, the difference lies in MINDSET and RELATIONAL DEPTH.
A manager administers—maintains systems, follows structure, and ensures order. But a leader? A leader inspires. A leader connects deeply with people, focuses on human potential, and challenges the status quo. Where managers ask “how” and “when,” leaders ask “what” and “why.” In

The contrast between a successful leader and one who fails often hinges on the presence or absence of SECURE BASES.
Successful leaders know how to form strong bonds of trust, which allow them to challenge their teams without causing fear. They see the potential in others and dare them to grow. Leaders who fail often lack this bond. They may be driven, but without TRUST AND CONNECTION, they alienate or exhaust those around them.

Secure Base Leadership is what makes the difference—it’s not just about doing things right, but doing the right things with HEART and COURAGE.

How can the creation of a secure bond support individuals in an UPSKILLING context?

upskilling can trigger FEAR—of being left behind, of not measuring up, or of exposing incompetence. A secure bond neutralizes that fear.

When people know their leader sees them, supports them, and believes in them, they’re more willing to embrace change and push through discomfort. Again, the brain shifts from “threat” to “reward” orientation—and learning becomes exciting instead of intimidating.

In practical terms, this means leaders must STAY CLOSE during times of learning.

Offer encouragement. Acknowledge the struggle. Share your own growth journey.

Most importantly, don’t rescue—empower.

Let people feel the stretch, but stand nearby, signalling your trust in their ability to succeed.

The BOND becomes the BRIDGE. It links the CURRENT SELF to the POSSIBLE SELF.

That’s why the most effective UPSKILLING STRATEGIES are not just technical—they’re RELATIONAL.

How would you define the concept of a network?

A network is the web of relationships that each of us has built over time, in which we are embedded and of which we are a central node.

We all have a huge but often forgotten and/or undervalued asset: our relationships – strong, weak, occasional, dormant bonds with people we haven’t spoken to in a long time, which, if managed with method and care within a framework of value, can become an explosive mix.

Does AI replace part of HR management or does it integrate and enhance it (or both)? What approach would you suggest for assessing the contribution of AI technologies to HR roles and processes?

AI is not replacing HR management, but rather transforming and enhancing it by automating repetitive tasks and leaving MORE room for the HUMAN and STRATEGIC ASPECTS of the function.

We can think of HR processes as a continuum, from operational activities (CV screening, onboarding, administrative management) to more strategic ones (talent development, engagement, culture).

AI can intervene at both levels, but with different effects:

• IT AUTOMATES low-value tasks such as screening candidates, managing documents or answering internal FAQs.
• IT SUPPORTS and ENHANCES strategic activities by providing data-driven insights, predictive analytics and tools to personalise employee support.
  
  

So, AI is an ally, not a replacement. It can help make HR work more effective and focused, but it cannot (and should not) eliminate the role of empathy, negotiation, and human understanding that define the function.

L’onboarding è più di un semplice benvenuto, è un acceleratore di efficacia.

Nel contesto moderno, possiamo distinguere tre livelli di onboarding:

1. Onboarding funzionale – Fornisce gli strumenti, le informazioni e la formazione necessarie per iniziare a lavorare
2. Onboarding culturale – Favorisce l’allineamento con i valori, la visione e la mission aziendale
3. Onboarding relazionale – Costruisce connessioni con il team e il network aziendale per accelerare l’integrazione

In Digitiamo, vediamo l’onboarding come un processo adattivo e personalizzato, che riguarda diversi scenari e in cui l’IA gioca un ruolo fondamentale nel garantire che ogni persona riceva le informazioni e il supporto più adatti al proprio profilo e alle proprie esigenze.

L’obiettivo finale è quindi non solo far entrare qualcuno in azienda, ma metterlo nelle condizioni di dare il meglio di sé, nel minor tempo possibile e con la migliore esperienza possibile.

What inspired your focus on the development and use of judgment as a key factor in leadership and management?

Having worked in industry and commerce, in professions and in the public and not-for-profit sectors as well as in academic life, it has been clear to me how important the quality of judgment is.  Indeed, it is one of the most important qualities that a leader in any field needs to have.

People assume that they are either born with judgment or without it.  I believe that everyone can improve their judgment, regardless of whether they have particular personal qualities or not.  My work is about how to do so.

Many people assume that judgment improves with experience. Do you agree?

Usually, judgment does improve with experience.  We gain knowledge and experience all through our lives.  These should help us to understand more about how to consider the choices we have to make.  We also get feedback on what we do, which again should help us to learn.

But judgment will not improve if, as well as becoming more experienced or knowledgeable, we become overconfident or complacent.