References and inspirations
Our Companies Suffer from Individualism
COLLECTIVE PERFORMANCE BEYOND INDIVIDUAL PERFORMANCE
Wielding both the stick and the carrot, many companies hang on to a performance management process rooted in individualism and in the rigidity of accounting exercises. What if we valued talent in the service of the shared project?
Meetingitis, a curable disease
THE ENERGY OF MEETINGS, THE PULSE OF THE ORGANIZATION'S COLLECTIVE PERFORMANCE
The energy that circulates within meetings is indicative of collective performance Why is it then that meetings are often experienced as a painful and incurable disease? Let's transform our meetings into moments of energy that create value.
Let’s stop recruiting, let’s hire engaged talents!
TALENT IN SEARCH OF THE RIGHT ENVIRONMENT TO THRIVE
Talent, that unique thing that one person does better than another, seeks the environment that will allow it to flourish. It is therefore the talent that recruits its company. When recruiting, let's focus on dialogue, authenticity and balance rather than on interviews, screening and power struggles.
We chose the wrong leader!
LEADERSHIP, THE CHALLENGE OF THE COLLECTIVE
We expect the leader to be a perfect ideal: decision maker, exemplary, inspiring, strategist and organizer. What if we forget about this leader god who maintains a culture of ego and individualism to tap into the power of the collective?
Silos, these relational gaps
TO BREAK THE VERTICALITY OF ORGANIZATIONS, LET'S TAKE CARE OF HUMAN RELATIONSHIPS
In small or large companies, relational silos prevent us from collaborating as we should and relegate the shared project to the background. Sometimes considered as a nuisance to the smooth running of the company, let's value human relationships at the centre of organizations to build innovative companies.
This VUCA devil
WE CALL OURSELVES AGILE? LET’S LIVE AGILE
Like a devil that bursts out of the box where it had been carefully confined, the term VUCA is on everyone's lips. What strategies should we adopt today facing volatility, uncertainty, complexity and ambiguity? We remain anchored in control to master our environment. Let's cultivate our natural ability to adapt.
Exploration in Datagonia
DECODING OUR BEHAVIORS WITH OUR TOOLS, BASED ON ARTIFICIAL INTELLIGENCE
Employee experience, employer branding, retention and loyalty, attractiveness, Employee Net Promoter Score ... Human Resources are gradually adopting the language and techniques of marketing. The use of data on customer behaviour and artificial intelligence have revolutionised marketing. Will the use of data on employee behaviour also fundamentally impact the way in which their needs are addressed within the company? With what intentions?
A STORM IS BLOWING AT THE HEART OF OUR COMPANIES
BETWEEN RESOURCE AND TALENT: IN SEARCH OF A NEW BALANCE
Within companies, there has never been so much talk about meaning and commitment. It is at the top of the agenda of any organization. Paradoxically, we have never seen so many departures, burn-outs, long-term illnesses and questioning of meaning. Talent is shaking up the agenda, much to the disappointment of companies. The COVID crisis has accelerated the projection of companies into the 21st century and opened new fields of possibility.
The feeling of belonging, why, for whom?
SETTING NEW BENCHMARKS
By talking so much about the search for meaning, some people would almost feel abnormal not to have their crisis. In the relationship with the company, the feeling of belonging, the sharing of common values, identification, pride, contribution. Is this a universal need for fulfilling work or a necessity to re-establish shared reference points?
References
The Infinite Game
By Simon Sinek
Le bug humain
Par Sébastien Bohler
Du labeur à l’ouvrage
By Laetitia Vitaud
Positive Intelligence
By Shirzad Chamine
Multipliers : How the best leaders make Everyone Smarter
by Liz Wiseman
The Doughnut Economics
by Kate Raworth
La gouvernance adaptative: Libérez le pouvoir d’agir en entreprise
by Mickaël Drouard, Stéphane Pensivy, Yann Bresson
Work rules !
by Laszlo Bock
The Five Dysfunctions of a Team
By Patrick Lencioni
Le patron qui ne voulait plus être chef
Par Alexandre Gérard