SUPPORT IN ALL ASPECTS OF THE RELATIONSHIP
Our core business is relationships. Relationships with oneself, with others, with one’s team, one’s mission, one’s organisation, but also with society and the meaning one wants to give to one’s life.
Our approach is based on the joint development of individual responsibility and collective performance, around 3 fundamental principles:
The number of quality relationships that each of us has with our colleagues and our ecosystem (customer partners, stakeholders) is a key factor in our ability to feel part of a system. The more we have this feeling of belonging, the better and more naturally we will be able to put our energy into serving it.
Disengagement, even contempt, disinterest and quiet quitting are a form of reaction or even protection against our instinctive fear of not belonging (“I don’t belong, it’s normal because I don’t do anything about it”). Conversely, it can also cause provocative and exaggerated behaviour (“look at me, I exist!”).
Improving mutual knowledge and recognition, feedback quality and time structuring (rituals and governance) typically addresses this subject matter.
which generally remains tacit in organisations. It is worth making explicit, because as soon as we have some doubt as to the recognition of our expertise, we cannot defend ourselves against our natural fear of being humiliated or rejected.
This leads to disengagement or disinterest (“obviously, it’s not my responsibility”), or causes us to over-affirm ourselves at inappropriate moments (inappropriate interventions in meetings, for example), or even to put our energy into seeking excessive external attributes of power.
The work focuses is on both:
“Nobody gets up in the morning and jumps out of bed because they can’t wait to go to work and come across as ignorant, incompetent, intrusive or negative”, says Amy Edmondson, a specialist in this field. So our fear of making a mistake or disappointing others often pushes us individually into silence, and collectively into a stifling passivity for organisations.
The consequences are many: not telling people, avoiding friends, taking a wait-and-see attitude, red tape, not taking responsibility. They do not prevent teams from achieving honourable results, but they represent the last lever for team performance.
At the other end of the spectrum, a blatant lack of psychological security is accompanied by excessive tension and conflict. Ultimately, this contributes to prolonged intense stress and suffering at work, leading to disengagement, psychological distress, increased sick leave and staff turnover.
Working on managerial courage, responsibility, delegation and dealing with mistakes will change the situation in a team where there is already a good level of connection and skills recognition.
Many researchers have looked into this. Will Schutz, in particular, establishes a link between self-esteem, confidence and performance in his systemic approach to the “Human Element ©”.
“At first I thought that a high-performance team was one with a good leader.
Then I thought a high-performance team was one with clear goals.
Then I thought a high-performance team was one with few conflicts.
Then I thought a high-performance team was one whose members weren’t too different.
Today I’ve come to the conclusion that for a team to be successful, its members must dare to express their fears and needs to each other, and give up the idea of being right a priori.
Will Schutz
We use pragmatic anchoring points that are as close as possible to your reality. We focus on highlighting the meaning of your actions, in line with your driving values.
Between the two, we work across the spectrum of intelligences:
This is why we strongly believe in experiential learning.
In addition to individual coaching, we have developed:
“What you learn by listening to what other people say, you will soon forget.
What you understand with your whole body, you will remember for the rest of your life”.
Master Guichin Funakoshi
We take an interest in each and every one, in their individuality: management and executives, as well as all employees, including support staff and assistants.
It concerns everyone in the organisation who takes the initiative, acts proactively, inspires others and contributes to its success.
We focus on each and every one of them, each and every one of them in his or her own way: management and executives, of course, but also all employees, including support staff and assistants.
The leader, by refusing to give orders and clearly sharing his or her intention, vision and mission, creates an environment where team members are encouraged to make informed decisions and actively contribute to achieving common goals.
Intention-based leadership is based on trust, subsidiarity and shared responsibility. By adopting this approach, leaders can inspire and motivate their team to excel, while fostering innovation, creativity and individual and collective growth.
This approach is inspired in particular by:
View the opposite animated video illustrating the intention-based leadership put in place by Commander David Marquet on his nuclear submarine “Santa Fe”, and discover the practise he was led to standardise under the name of “Intent Based Leadership”.
Our solutions, depending on your profile
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