Guest: Denis Tremblay, PDG d’Alliance Management
Written by: Claudine Fyfe, President of Fynlam
In a world where efficiency rules and supply chains are under mounting pressure, it’s time to rethink how we work together. What if the real performance driver wasn’t found in systems or processes—but in the human brain?
That’s the compelling perspective brought by Denis Tremblay, management advisor, executive coach, and teacher. In a podcast episode of Réussite appro, secrets partagés, as refreshing as it is practical, he introduces a neuroscience-based approach to improving procurement practices. At the heart of his message: relationships, emotions, and personality are essential drivers of collective performance.
Relationships before skills
Why do some teams collaborate seamlessly while others struggle—even with all the tools in place? After years of working with organizations, Denis has a clear answer: the difference lies not in technical skills, but in human relationships.
Neuroscience helps us understand what happens between two people—on a neurological level—when they interact. And it turns out, the brain plays a bigger role than we think.
The relational bridge: a model to adopt
Think of a relationship as a bridge. The stronger it is, the more information, trust, ideas, and decisions can flow. But overload or poor transmission, and the bridge can collapse.
Three pillars keep that bridge strong:
- Attraction (and bias awareness)
Our brain makes snap judgments: friend or threat? It happens in milliseconds. Being aware of these reflexes paves the way for healthier work relationships. - Transparency and vulnerability
It’s not about oversharing. It’s about being honest about your limits, challenges, and intentions. That’s what builds trust—essential for strong partnerships. - Engagement and accountability
Once trust is in place, commitment follows. People keep their word, share responsibility, and build together.
Biases and emotions: allies to master
Our brain is designed to save energy. It relies on shortcuts—like confirmation bias (“I see what I want to see”) or availability bias (“I trust what’s familiar”). Useful in some cases, these shortcuts can hinder good decision-making—especially in hiring, negotiation, or problem-solving.
By identifying these biases and their emotional triggers, we unlock emotional intelligence and strengthen professional relationships. Knowing that some tensions are rooted in unconscious reactions (fear of rejection, need for control, etc.) helps defuse unnecessary conflict.
Adapting roles to personality: A winning reflex
Denis Tremblay recommends the HEXACO model, which identifies six major personality traits (honesty-humility, emotionality, extraversion, agreeableness, conscientiousness, openness to experience). Understanding these in yourself and others helps anticipate behavior, avoid miscommunication, and build truly complementary teams.
For example: a highly agreeable person may avoid conflict—tricky in negotiation. A team member sensitive to stress might struggle in crisis situations. Knowing this lets you assign roles more effectively.
Procurement: much more than a cost center
Another key insight Denis brings forward: procurement is often involved too late in projects. Yet these professionals have deep knowledge of markets, risks, and innovation. Involving them early in strategic decision-making changes the game.
When procurement is seen not just as an executor but as a growth partner, the whole organization benefits.
A call to rethink talent management
Denis critiques traditional HR models that treat roles as boxes to fill. Instead, he advocates for hiring and developing based on growth potential—not just to fulfill immediate needs.
The result? Engaged, agile contributors who see their future in your organization. And in a rapidly evolving sector like procurement, this mindset makes all the difference.
Conclusion:
What you can apply right away:
- Invest in reylationship quality—not just tools and systems
- Observe your emotional responses and biases before making judgments
- Adapt communication and responsibilities based on personality traits
- Give procurement a seat at the strategic table—right from the start
- Hire and manage based on potential—not just resumes
In short: if we want to build strong, aligned, high-performing teams, we need to understand how people—and their brains—really work. Neuromanagement won’t deliver miracles. But it does remind us that the most powerful performance tool we have… is ourselves.
Thank you to Denis Tremblay for this grounded and accessible inspiration.
And to all procurement professionals out there: ready to build stronger bridges?
