Sans doute en raison des longues études en philosophie, j’ai toujours imaginé que nous sommes dans notre rapport au monde une sorte de système en équilibre.
Mes années d’expérience en accompagnement des individus et des organisations ont renforcé cette vision et m’ont permis de l’affiner. La vision systémique de notre vie inspire au quotidien mon travail de coach et de consultante en organisation . > > Continuer la lecture…
Une erreur salutaire et ce qu’elle m’avait appris: Dans mes jeunes années, j’ai été fascinée par les découvertes scientifiques en biochimie, physique quantique, génétique, ce qui m’a amenée à choisir des études médicales. Mon rêve était non pas de devenir médecin, mais plutôt chercheuse en sciences. J’imaginais ainsi ma contribution à la société. Sur mon chemin, une grande désillusion m’attendait car la réalité correspondait peu à mon rêve… , Bref, j’ai ressenti rapidement que ma place était ailleurs et j’ai suivi cette voix intérieure. > > Continuer la lecture…
Les articles récents
A CEO’s Perspective On How To Start An Organizational Transformation
This guest blog is written by Matt Bell, you can find his bio at the bottom of this article. I started with Shared Lives SW at the end of February as their new CEO. Shared Lives SW is an amazing charity that works with 250 incredible carers that share their homes and lives with people that need it. At the heart of Shared Lives is simply put, people caring for people as part of their lives, in communities. Before I started, I had gone through quite a personal journey involving lots of reading. Cutting a long story short, I was left with a list of values I felt were important, and an understanding that listening can be very powerful and plans were rather pointless. Read the whole article on corporate-rebels.com
Why I decided to go from self-manager to manager
Why I decided to go from self-manager to managerPersonal experiences in self-management — Part I Take a purpose, add a bunch of software developers, tell them they are self-governed and anybody can make any decision, stir and see what happens. That was the courageous and bold experiment that I was part of for two years as one of the software developers. It was fun and engaging, provocative and developmental, chaotic and frustrating — in more or less equal parts. Read the whole article on medium.com
From pyramid to lattice — Gore democratic management
It has been a great opportunity to meet one of GORE France ex leaders Richard Ritt and to learn how the giant multinational company founded in 1958 by Willbert Gore is dealing with self-management issues. Gore core values are freedom, fairness, commitment, waterline (“Everyone at Gore consults with other knowledgeable Associates before taking actions that might be “below the waterline,” causing serious damage to the enterprise”). There are no bosses in the company, everybody is equal. Benefit redistribution are regular practice, most Gore employees are associates. Gore structure is not a pyramid but a lattice, a leader is not above but in the center of the lattice. Lattice is based on peer interactions. According to the Blake Mouton grid, Gore leader is a “country club manager” high people centered and low task centered. His role is to enhance team maturity by not pushing but pulling (make people grow). The leader is chosen by his or her team on the basis of their value added (competence). Gore leader is powerful, has an ability to listen, determined, encouraging, capable to take a risk. He is respected, not always loved. The company invests in leadership training programs and in HP development (corporate training programs are all game-based). High Potentials are travelling to Gore Business Units all over the world to inspire and train their colleagues. Employees are following highly personalized training programs built on their psychological profile and the detected development needs. However, working for Gore company requires a strong adaptability to change. Changing a team is a company internal rule. Once the employee developed full scope of competences needed to fulfil his current role, he is shifting to another place in the lattice. Gore development policy encourages employees to change a team, a BU or a country, accordingly to the needs of the moment, organization charts are flexible. In any moment employee is free to visit another team to learn more about company he’s working for. To be able to join any Gore team, everybody is trained in collaborative work. Strong commitment in employees’ development and innovation is a key point of Gore policy. People are encouraged to innovate by bringing their ideas to the organization who’s exponential growth and diversification are both a result of this system. Agile management is a part of Gore culture. That explains why people are free to make decisions about their work, without reporting to the higher level. Richard told us about the colleague he was unable to join, because she left for a corporate meeting to Philadelphia. The colleague was free to take this decision and to organize her trip all by herself, without asking anybody in the company for approval. To keep her colleagues updated, everything was tracked on the chart. This is a current practice in Gore where trust is considered as a core value. When you want to motivate people to learn, you need to accept failures. At Wl Gore company, failures are accepted and don’t involve sanctions. If a project team fails, the leader is co-responsible and not only the team members. Gore is a learning organization. Every six months an event is organized when people come together to celebrate the big accomplishments and to learn from the past failures. The whole company is viewed as an open, social system, based on creative chaos. This approach doesn’t match with all cultures, that’s why the Gore management model is focused on cultural diversity. Strategically, everything in Gore is based on self-managed teams and the transparency of financial information. Instead of receiving recommendations, teams are currently informed about the agreed turnover and revenues achieved. The company has two major concerns : which activities are profitable and what budget must be allocated to BU’s. For Gore, autonomy and responsibility are connected. Decision-making is decentralized. Each employee can take decisions, but it is recommended to refer first to the more experienced colleague. There is no regular meetings in Gore. Meetings are agile and organized ad hoc when it’s needed, i.e. when the company signed an important contact or a new product just started to be promoted. Inspired by this democratic innovative management, many companies took over Gore model. The key point of this approach is the belief that people are honest and trustworthy. The only thing the company needs to do is to remind them the rules. In the company like Gore, freedom means fulfillment but also responsibility for the results. As Richard Ritt underlined it is not always easy to work in self-managed teams. Being left to your own devices when you are a part of a team, can be very stressful. To break a myth of happiness in self-managed organizations, I would conclude by saying, even at democratically run organisation, freedom has a price !
Servant Leadership Le modèle classique d’organisation de l’entreprise, directement issu des traditions militaire ou ecclésiastique, conduit à mettre en avant la figure du dirigeant héros ou sauveur. Par voie de conséquence, le mode de relation avec les membres de l’organisation est forcément monarchique, voire autocratique. Il est temps de changer de paradigme et de promouvoir le leader qui renverse le sens de la relation, se mettant au service de ses troupes, elles-mêmes au service d’un projet. Au-delà de la grave crise conjoncturelle qui a affecté ces dernières années beaucoup d’entreprises et d’organisations, celles-ci sont aujourd’hui de plus en plus confrontées à une crise «structurelle» des modes de management. Elle se manifeste par divers types de dysfonctionnements managériaux et organisationnels qui ont essentiellement deux causes : d’une part l’obsolescence et l’inadéquation croissante du modèle traditionnel et dominant de management, relevant d’une philosophie «néotaylorienne» datant du début du XXe siècle, et d’autre part les dérives de la financiarisation à outrance des modes de direction de beaucoup d’entreprises et du productivisme sur les pratiques de management des hommes. Read the whole article on Cairn.infoEnregistrer Enregistrer
Newsflash: There Is No One-Size-Fits-All Model to Happiness At Work
Newsflash: There Is No One-Size-Fits-All Model to Happiness At WorkHappiness at work is hot. People and organizations all across the world are eagerly trying to improve the way we work. Not just to improve the lives of the large number of disengaged employees, but also to make companies, NGOs, hospitals and schools more successful, effective, and productive. And there’s a good reason for it: there is a huge amount of untapped potential within organizations since only a tiny part of the workforce is truly engaged with their work. The fact that happiness at work is trending seems to be a good thing, but the way most companies are trying to “implement it” is fundamentally flawed. In an effort to create a better workplace, lots of companies believe that there is a fixed model available that will solve their problems instantly: implement this magic model and a “happy company” is guaranteed. Unfortunately, this ain’t true for a bit. Because, if such a model did actually exist, a lot more than the current 13% of the world’s workforce would be engaged. While the intention of increasing happiness at work is a good thing, the way it’s executed is often doomed to fail. Let’s summarize some of the lessons we’ve learned during our research. Read the whole article on Corporate Rebels Enregistrer Enregistrer Enregistrer
VUCA : former les managers à l’incertitude VUCA est-il un énième acronyme dans le jargon des managers toujours friands d’anglicismes ? Au-delà de l’effet de mode que ces quatre lettres suscitent, le « VUCA world » met en lumière la difficulté de la prise de décisions dans un environnement complexe et incertain. VUCA, ce sont quatre termes : Volatility (Volatilité), Uncertainty (Incertitude), Complexity (Complexité) et Ambiguity (Ambiguité) donc 4 types de problématiques qui demandent chacune des réponses. Lire l'article complet sur Cursus.edu Enregistrer
Brilliant people schedules
Brilliant people schedules Alas, there are but 24 hours in a day. And when you have a seemingly insurmountable load of work, it can be a quite a challenge to even know where to start. But remember that history’s most legendary figures — from Beethoven to Beyonce — had just as little (or just as much) time as you have. Using the book Daily Rituals: How Artists Work by Mason Currey, RJ Andrews at Info We Trust designed some enlightening visualizations of how history’s most creative and influential figures structured their days. Unfortunately, there is no common prescription for the perfect schedule, and each person had a very different set of rituals. Read the whole article on Huffington Post
Pourquoi êtes-vous sur la défensive ?
Pourquoi êtes-vous sur la défensive ? Etre sur la défensive est une attitude, en apparence d’auto-protection, en prévision d’un danger ou du comportement de quelqu’un qui peut nous faire du mal. Quand nous adoptons ce rôle, nous nous transformons et tout notre corps se met en alerte. Il parle pour nous, et le langage corporel indique qu’il y a une tension, de la rigidité et une attitude de défense. De plus, notre langage non verbal se modifie selon la situation que nous traversons. Ce langage utilise un ton plus sérieux, nous avons un plus grand débit de paroles, et des gestes faciaux de gêne, de mécontentement voire même de danger. Lire l'article complet sur Nos Pensées Enregistrer
The neuroscience of trust
The neuroscience of trust Companies are twisting themselves into knots to empower and challenge their employees. They’re anxious about the sad state of engagement, and rightly so, given the value they’re losing. Consider Gallup’s meta-analysis of decades’ worth of data: It shows that high engagement—defined largely as having a strong connection with one’s work and colleagues, feeling like a real contributor, and enjoying ample chances to learn—consistently leads to positive outcomes for both individuals and organizations. The rewards include higher productivity, better-quality products, and increased profitability. So it’s clear that creating an employee-centric culture can be good for business. But how do you do that effectively? Culture is typically designed in an ad hoc way around random perks like gourmet meals or “karaoke Fridays,” often in thrall to some psychological fad. And despite the evidence that you can’t buy higher job satisfaction, organizations still use golden handcuffs to keep good employees in place. While such efforts might boost workplace happiness in the short term, they fail to have any lasting effect on talent retention or performance. Read the whole article on Harvard Business Review
Theory U and opticism
Theory U and opticism “A case for optimism” is an inspiring video by Tiffany Shlain. Opticism is optimism with a healthy dose of skepticism: a “questioning attitude towards knowledge, facts, or opinions/beliefs stated as facts, or doubt regarding claims that are taken for granted elsewhere.” Let’s become an “opticist”: Let’s not be naive, but let’s focus consciously on the half full glass and see how we can fill it even further… The world in general has become less violent, but watching the news things seem to have become worse. When we look at negative things all the time, they could become a self-fulfilling prophecy. We may become discouraged and act accordingly. We could develop an attitude of cynicism: we believe that people are motivated purely by self-interest; we become distrustful of human sincerity or integrity. And we will see the evidence to confirm this world view everywhere. Especially if we are tired and stressed-out. If you check your email 26 times an hour – what happens to your adrenaline levels…? Thus, what happens to the way you perceive the world? You get restless, your organism is aroused: it is hurry and fight-or-flight. You arrive in a mind set of danger and empty glasses everywhere. Read the whole article on ocai-online.com Enregistrer Enregistrer
Cultivating Collaboration: Don’t Be So Defensive! | Jim Tamm
Cultivating Collaboration: Don’t Be So Defensive! / Jim Tamm Ever see red? It’s called being defensive, and turns out, it is the single greatest inhibitor to true collaboration. Jim Tamm shares years of experience in getting out of the red zone and cultivating a « green zone » attitude. Jim Tamm is a former law professor and senior administrative law judge for the state of California. He mediated nearly 2,000 employment disputes and handed down legal decisions that impacted national labor policy. He’s worked for 40 years in the field of alliance building and conflict resolution, and is an expert in building collaborative workplace environments. He’s the author of “Radical Collaboration,” published in 2005. This talk was given at a TEDx event using the TED conference format but independently organized by a local community.
Plénitude As described in an earlier blog post, we visited Frederic Laloux earlier this year in Brussels. This meeting was nothing like you would expect a meeting to be like. The first sign that it was going to be different was the fact that we were invited to share a dinner with him and his wife at their home. So, we headed towards Brussels with our stomachs empty and our heads filled with expectations. Once we arrived in Brussels at his doorstep, Frederic enthusiastically opened the door and welcomed us in. We entered the house and met Helene, his wife, in the living room. According to Dutch habit, we went out to greet her with a formal handshake. Clearly, this was not accepted by Helene. She urged us to properly greet each other: with a warm and welcoming hug. This welcoming gesture set the tone for the rest of the evening. A personal and authentic encounter was about to start. Read the whole article on Corporate Rebels Enregistrer Enregistrer Enregistrer Enregistrer Enregistrer Enregistrer Enregistrer Enregistrer
Morning star’s success story
Morning star’s success story Here’s a company that was on our Bucket List as one of the very first: The Morning Star Company. With a 10% market share Morning Star is the largest tomato processor in the world. Their unique way of working has been extensively described in well-known publications such as the Harvard Business Review and Frederic Laloux’s Reinventing Organizations. It is a prime example of a successful self-managing organization with some unique practices in place. The post is a bit longer than what you are used to here, but we didn’t want to shorten it or break it up into two parts. As there’s nothing we want to keep from you, let’s dive into the distinguishing conditions that are essential to Morning Star’s success. Background Morning Star The Morning Star Company was founded by Chris Rufer, who is still the sole owner of the company. Since its founding, Morning Star has become the worldwide market leader in tomato processing with total revenues close to 1 billion USD annually. Morning Star permanently employs 600 employees and an additional 4000 seasonal workers join the organization during the 100 day harvesting season. Read the whole article on Corporate RebelsEnregistrer Enregistrer Enregistrer Enregistrer Enregistrer Enregistrer Enregistrer Enregistrer
Les deux secrets de la réussite – équilibre dans la vie et growth mindset
Deux secrets de la réussite – équilibre dans la vie et growth mindset. Sans doute en raison des longues études en philosophie, j’ai toujours imaginé que nous sommes dans notre rapport au monde une sorte de système en équilibre. Mes années d’expérience en accompagnement des individus et des organisations ont renforcé cette vision et m’ont permis de l’affiner. La vision systémique de notre vie inspire au quotidien mon travail de coach et de consultante en organisation . > > cliquer sur le titre ou sur la vignette pour lire la suite…
Safety–management / leadership
Safety–management / leadership I teach leadership for a global corporation that starts each day with a “Safety Moment.” The exercise is designed to decrease physical accidents. When I try to teach these leaders to engage in conversations that might trigger emotions and prompt opinions contrary to their own, they claim a lack of time and value. Leaders often don’t connect the need for psychological safety to physical safety. Dr. Amy Edmondson, a Harvard business professor, says. “Psychological safety describes the individuals’ perceptions about the consequences of interpersonal risk in their work environment. It consists of taken-for-granted beliefs about how others will respond when one puts oneself on the line, such as by asking a question, seeking feedback, reporting a mistake, or proposing a new idea.” Since the brain’s primary purpose is to protect, it will filter what people say or stop them from speaking if there is any indication—real or not—that they will be embarrassed or hurt. This is an automatic response that happens before logic can assess the situation. Most people will justify their silence or negative reactions. Read the whole article on Outsmart your brain