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Une personne a été grièvement blessée dans la nuit de samedi à dimanche lors d’une agression à l’arme blanche sur la chaussée de Waterloo, à Uccle. L’information, révélée par BRUZZ, a été confirmée dimanche par la zone de police Marlow. Les faits se sont déroulés vers 2 heures du matin, au carrefour de la chaussée … lire plus

L’ancienne actrice de la chaîne jeunesse américaine a perdu la vie vendredi matin dans le quartier de Brownsville à Brooklyn. Percutée successivement par deux véhicules alors qu’elle traversait une intersection, Kianna Underwood n’a pas survécu à ses blessures. Les deux conducteurs impliqués ont pris la fuite et demeurent activement recherchés par les autorités new-yorkaises. Cette ... Lire la suite

Invitée avec son mari et leur fils Marcel sur Europe 1, Éloïse, l’épouse de l’éditorialiste politique Gauthier Le Bret, a raconté avec humour et sincérité leur quotidien de jeunes parents… et le petit point de divergence qui anime leurs discussions familiales.

Cesar Carvalho worked at McKinsey from 2010 to 2012.Pascal Perich/© Pascal PerichCesar Carvalho left a consulting job at McKinsey to launch Wellhub, a wellness startup.14 years later, Wellhub is changing corporate wellness — and counts McKinsey as a client.Hustle culture is a liability to productive workforces, Carvalho told Business Insider.This as-told-to essay is based on a conversation with Cesar Carvalho, the CEO and cofounder of Wellhub, a global corporate wellness platform. The conversation has been edited for length and clarity.I became interested in consulting through some older friends while studying at the University of São Paulo in Brazil. Their stories about how fast you could learn and grow in the career made me want to pursue it.I applied to all the top firms and accepted McKinsey's offer to be a business analyst in 2010 as soon as I received it. It was the best thing I could imagine as a long-term career.I was at McKinsey for about two years before they encouraged me to pursue an MBA. At that time in Brazil, you could only become an associate or a manager if you had one.I applied to Harvard Business School with the intention of returning to McKinsey and continuing the consulting journey. But the summer of my first year in Boston, I had the idea of starting WellHub.The wellness gap I saw as a consultantThe working environment at McKinsey was super intense. I would do an average of 10 to 12 hours a day, and when there was a crunch, it could be more.As a consultant, I often traveled to different cities or juggled between a client's office and McKinsey's office. There were no gym memberships that provided access to facilities in different locations.If I were at a client site and had two hours before my next meeting, I would have nothing to do but extra work. I had three gym memberships that were going unused, and I wanted to feel less stressed and improve my well-being.My experience showed me there was a need for busy workers to get convenient access to health and well-being. And I quickly realized that was true not just for CEOs, bankers, and consultants, but also for FedEx drivers and grocery store workers.It's now been 14 years since I started Wellhub.We're now in 18 countries, and partner with 40,000 companies to offer wellness to their employees, including many McKinsey offices. 5 million employees engage with Wellhub every month.Wellhub is now available in 18 countries, and 5 million employees use the service monthly.WellhubWith Wellhub, employees can book a class regardless of the country or city they are in, without needing a membership for a specific gym or studio. Companies pay a fixed monthly fee based on their employee count, and employees also contribute.Working at McKinsey helped me as a founderI grew a lot at McKinsey, and that was especially thanks to one thing — in two years, I worked under seven different partners, all with their own managing style.It could change everything: the team culture, the hours you're putting in, and the work you prioritize. I quickly learned what worked well for me, and what didn't.The best experiences I had were when we were given flexibility. Some leaders used a process I always use today: a kickoff meeting in which every single employee is given the opportunity to talk about their own boundaries and how they operate.Managers with families would say their ideal schedule was to go home early, eat with their families, and then log back on if needed. My own boundary at McKinsey was that I was willing to work as much as needed during the week, but my weekends were sacred. During my two years at the company, I worked only four or five weekends.I learned that when expectations are clear and leaders are good enough to ask and respect the boundaries of employees, you can get everything done and still have great morale.I also made a ton of friends, and those connections became really important. My Wellhub cofounder and several colleagues…