No doubt because of the long studies in philosophy, I have always imagined that we are in our relationship to the world a kind of system in balance.
My years of experience in supporting individuals and organizations have reinforced this vision and allowed me to refine it. The systemic vision of our life inspires my daily work as a coach and as an organizational consultant. > > Read more …
A salutary mistake and what I have learned out of it: In my younger years, I was fascinated by the scientific discoveries in biochemistry, quantum physics, genetics, which led me to choose medical studies. My dream was not to become a doctor, but rather a scientist. I imagined my contribution to society. On my way, a great disillusionment awaited me because the reality corresponded little to my dream …, In short, I quickly felt that my place was elsewhere and I followed this inner voice. > > Read more…
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
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 Enregistrer Enregistrer
Newsflash: There Is No One-Size-Fits-All Model to Happiness At Work Happiness 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
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 ? 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 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
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 “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
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
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 Rebels Enregistrer Enregistrer
Two secrets of success : life balance and growth mindset No doubt because of the long studies in philosophy, I have always imagined that we are in our relationship to the world a kind of system in balance. My years of experience in supporting individuals and organizations have reinforced this vision and allowed me to refine it. The systemic vision of our life inspires my daily work as a coach and as an organizational consultant. > > cliquer sur le titre ou sur la vignette pour lire la suite…
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.info Enregistrer