To inspire your collaborators, go back to the raison d’être

When trying to influence someone’s behavior, you can manipulate him: scare him, put him under pressure, make promises, reward him “if …”. This strategy works – at least in the short term – but it is costly. You need to manipulate more and more to get results, and you lose all intrinsic motivation on the other side. On the contrary, when you inspire your collaborators, they don’t follow you because they have to or because they’re paid to: they follow you because they want to. And that makes all the difference. Read more

The New World

Legend has it that the Native American didn’t see the conquistador’s boats coming. Or rather, that they couldn’t see them. It was impossible for them to conceive of such mass floating on water. A few hundred years later, it was equally impossible for US automobile executives on a study trip to Japan to imagine a factory without stock: “The Japanese made fools of us with their ghost factories …”. In the end, it’s all a question of eyeglasses. Or rather, of paradigms. Read more

Switch to Success Scaling

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Your collaborators are not opposed to change, nor do they resist it, nor are they being stubborn. They are the victims of their cognitive reflexes and of their emotions: they are afraid, they analyze too much, they see problems everywhere, they’re looking for a (complex/important) solution that will fit the problem that needs to be solved, and finally, they lean towards the status quo. What if they just lacked a (clear) direction to follow? Read more

A world of “possibles”

The world could be looked at as a finite set of spare parts and concepts, the possible recombinations of which at any given time form what Stuart Kauffman was the first to describe as “adjacent possibles”, on the brink of evolution and … innovation. At each moment, the present is reinventing itself. And each new combination creates a new world of adjacent possibles. Each new Innovation opens new paths up to exploration. Read more

Post-it’s are probably the most serious competitor for many software programs

I’ve been using visual management daily for several years now, and I still keep finding new advantages to it. It makes the process operable and operation modes and interactions visible. It contributes to transparency and, consequently, confidence within the company. Finally, it helps to make problems visible, to deal with them, and to ensure that team activities are in sync with the operational reality. Less known is the fact that visual management brings a different cognitive approach that fosters a more effective manager/employee relationship. And this is essential as far as change management is concerned. Read more

Green leadership

Science proves it every day: green – in a forest, in a park, or in a pot sitting on a desk – is good for your collaborators (and for you). More vitality, creativity and productivity. Less stress and illness. In proportions that are definitively not negligible. Read more