Leadership team training
A programme co-run by Camille Lacourt and Ludovic Savariello, built on the JUMP@ method. Delivered in French.
Camille Lacourt & Ludovic Savariello
A leadership team decides under pressure. So does an elite athlete.
Book an introductory callYour leadership team takes decisions that commit the company for three to five years. Under pressure, under fatigue, sometimes under tension between departments. The collective mental preparation of elite athletes is thirty years ahead of that of executive teams. This programme closes the gap.
What actually happens in a leadership team meeting
Agendas get longer. Decisions come faster. Conflicts are no longer settled in the room: they move into the corridors and come back, intact, at the next meeting.
Each member arrives carrying their own mental load. The finance director with cash. The HR director with the resignations in progress. The sales director with a quarter that will not close. You, as chief executive, with everything else. The discussion becomes a series of monologues rather than genuine collective thinking.
Nobody is at fault. The problem is neuro-cognitive: under pressure, the human brain falls back on its automatic responses. Defence, avoidance, dominance, withdrawal. These are reflexes, not decisions.
Mental preparation, as Olympic athletes practise it, addresses exactly this mechanism. It does not remove the pressure. It changes what the pressure triggers.
Why a five-time world champion in your leadership team
Elite swimming is one of the rare environments where a decision plays out in less than a second, after four years of preparation. Everything has to have been anticipated: fatigue, doubt, the competition, a refereeing error, the sleepless night before the final.
What swimmers build over those four years is not "positive thinking". It is an architecture. Fine-grained knowledge of oneself under stress. Reading others. The ability to decide alone, fast, without losing the group. And an anchoring that outlasts the sporting career.
Camille Lacourt is a five-time world swimming champion. He passes on what he built, not a speech from a stage. He is not a seminar speaker: he co-runs the programme, on equal terms with Ludovic.
The JUMP@ method applied to a leadership team
JUMP@ is the method Ludovic Savariello built with Camille Lacourt. It is already used with individual leaders and with executive teams. Its four pillars are tightened here around the collective.
J — Judgement of oneself
- Handling stress and mental fatigue
- Improving concentration
- Building self-confidence and motivation
- Defusing limiting mental patterns
U — Understanding of others
- Developing emotional intelligence
- Improving communication and relationships
- Handling conflict and crisis better
- Balancing personal and professional relationships
M — Management and leadership
- Finding meaning and setting objectives
- Building an effective strategy
- Putting skills to work and acting on them
- Making the right calls and seizing opportunities
P — Permanence
- Anchoring what was learned over the long term
- Applying simple, concrete exercises
- Changing how you operate, for good
The two trainers
Camille and Ludovic run the sessions together. Not one of them opening and the other facilitating. The pairing is the point.
Camille Lacourt
A five-time world swimming champion, Camille Lacourt is a model of resilience and performance.
After an exceptional sporting career, he has devoted himself to sharing that experience through talks on leadership, handling pressure and mental health at work.
Ludovic Savariello
Engineer, graduate of École Centrale, with twenty-five years running companies. Ten years of coaching practice, trained in applied neuroscience, Ericksonian hypnosis, professional coaching and yoga. Co-creator of the JUMP@ method. Published author with Robert Laffont.
The format
Phase 1 — Individual assessments, before the sessions
Every member of the leadership team has an individual assessment, on site or by video call. It maps how they function under pressure. These assessments feed the programme and are never disclosed to the rest of the group.
Phase 2 — Immersion days, on site, at a neutral venue
Work on the four JUMP@ pillars. Individual exercises alternate with collective sequences and with role-play built on real cases brought by the team. Camille and Ludovic co-run the whole programme.
Phase 3 — Consolidation at thirty and ninety days
Review of the commitments made, adjustment of the decision framework, handling of any remaining friction.
An app for iOS and Android carrying the JUMP@ method consolidates the programme, with individual paths supported by AI for each member of the team.
This programme is delivered by JUMP, whose Qualiopi certification, issued for training activities, is the condition of access to French vocational training funding.
JUMP is a training provider registered under number 93132480913 with the prefect of the Provence-Alpes-Côte d'Azur region. This registration does not constitute state approval. The registration and the certification appear in the public list of training providers held by the French Ministry of Labour.
Frequently asked questions
In which language is the programme delivered?
In French. An English delivery can be discussed for an international leadership team, but it is not the standard offer.
Does Camille Lacourt actually attend?
Yes. The days are co-run in person. If he became unavailable at the last minute, the day would be postponed, never held with a stand-in.
What if part of my leadership team is sceptical about this kind of format?
The method holds up well against scepticism. The individual assessments beforehand mean each person arrives with a personal reading of their own friction points, rather than a collective posture.
How is this different from a team-building seminar?
Team building tries to recreate connection. This programme builds a decision framework and a protocol for working under pressure. The aim is not that you like each other more, it is that you decide better.
My leadership team is spread across several sites. Does that work?
The immersion days are held in person, which is not negotiable. The assessments and the consolidation sessions can be held by video call.
Are the individual assessments confidential?
Their content stays strictly between the trainer and the person concerned. Nothing is shared with the chief executive or the rest of the team without explicit agreement.
What happens after the programme?
Consolidation at thirty and ninety days is included. Beyond that, you can run a level two programme, take the quarterly refresher option, or move to individual work with the CEO.
How long does it take to organise?
Allow six to eight weeks between signature and the immersion days. Camille's diary requires that much notice.
After the programme
The programme often opens two possible next steps, both offered without pressure:
- Individual work with the CEO over the year, under the executive neurocoaching engagement of Ludovic Savariello SAS.
- An AI assessment of the company, over three days, to identify one to three priority use cases with an estimated return.
Both are independent. Most leadership teams do not take them up, and they are never an implicit condition of the programme.
Thirty minutes on the phone with Ludovic.
You describe your leadership team, the tensions it is under and what you expect. He tells you whether the programme fits, and if not he points you elsewhere. No sales pitch. No quote sent without a call.