Barrier gestures of caring and trust to achieve deconfinement in the new “phygital” world

The crisis that we are targeting is probably unprecedented, in particular because of its twofold dimension : an economic crisis and a health crisis linked to an invisible pandemic that is difficult to understand and for which we have few references. It logically generates a climate of fear and mistrust. Anxiety then becomes the norm.

In the face of this double crisis, management has massively and brutally mobilised telework with its share of negative consequences: a cold and efficiency-oriented relationship with work. Conf calls are devoid of informal exchanges and “wasted” time discussing things that appear to be chatter but which social science researchers have shown to provide a large part of the social link, regulations and daily innovations in the company.

In addition, we were taken by surprise: who can say that they know how to manage and work at a distance? Even individually, we therefore manage our fatigue, our increased isolation, our need to exchange with colleagues poorly. For those who have stayed at home away from the field, we frantically follow webinars and conf calls that exhaust us, annoy us and distract us from the meaning of our commitment. Not to mention the spillover into our private lives.

“Far from the eyes, far from the heart”: distance, emails are a drag on relationships. The unspoken become misunderstandings, the written sentences remain and become legal. The right emotional distance can no longer be regulated by being in the same room to tell each other things with truth and sincerity.

What will we do tomorrow with the masks on without shaking hands, being far away in the office, looking worriedly at the colleague who is coughing? It will be a matter of restarting companies with the focus on execution in this context where procedures will have to be strictly followed and anxiety always present. There is a real risk that the flexibility and plasticity of the room for manoeuvre will be overlooked.

Perhaps it is then necessary to return to fundamentally human values, so human that they sometimes seem a little simple: trust and benevolence. In the face of cynical and selfish temptations, of the “nothing to do” or the feeling of injustice, this is undoubtedly the best antidote. These months of confinement have undermined our confidence in the future, and to overcome our fears, it will be necessary more than ever to create another expression of benevolence and trust in this new “phygital” world.

The challenge is to take benevolence and trust out of the soothing and self-righteous discourse of mere human quality. We are not benevolent and trusting by nature. Just as we are not by nature attentive or respectful of health rules. No, benevolence and trust are voluntary biases based on skills and deliberate actions. They are therefore a matter of competence and managerial technique. So the question is not: how to be benevolent and confident, but how to act in a benevolent and confident manner, especially today? In the same way that the prevention of the pandemic required the generalisation of barrier gestures, the restoration of our collectives must be based on real barrier gestures linked to trust and benevolence!

So, what are these gestures for trust and benevolence? Here are the main ones, according to us:

  • Reaffirming the trust we have in each other by scrupulously applying the principle of subsidiarity where each decision is taken at the right level. In this way, each person can exercise his or her powers of judgement and responsibilities, thus strengthening his or her sense of control and personal satisfaction in the face of this crisis which has undermined self-confidence.
  • Lighten internal procedures to make daily life easier and to be at the service of employees faced with the loneliness of a computer crashing and the paperwork to be filled in…
  • Shorten attention-draining distance meetings and distribute the floor so that everyone feels included and recognized.
  • Re-explain the meaning so that everyone can project themselves and thus explain the challenges facing the company. More than ever, we need to understand and have a global vision of the stakes, constraints and the strategy to be implemented by our organizations to initiate the recovery.
  • Create emotional security to combat our ancestral fears that have been rekindled. Faced with our fears of being absorbed, dissolved, eaten and disappearing, we must act with determination to create a breeding ground for emotional acceptance:
    • Increased attention and listening to emotions and “weak signals” through the telephone, screen or mask.
    • A non-judgemental reception of what is said; exceptional conditions must bring as much tolerance as firmness.
    • An exaggeration of gentleness and empathy “be gentle on principle: you don’t know their problems”. Our colleagues have lost loved ones, have been ill, have been isolated, have lost their bearings. It would not be tolerable not to show empathy.

As with the pandemic, there are generic barrier gestures and barrier gestures that depend on your company, its activity and its specificities. But, one thing is certain, all these barrier gestures of benevolence and trust, to relaunch our companies, place more than ever the human being at the center of the organization. Let’s invent them together.

Olivier Truong (class of 96) and Fabien De Geuser (Professor Escp)

Barrier gestures of caring and trust

Cultural Transformation

Transforming culture to promote benevolence, a driver of trust and cooperation and vector of collective performance.

The president of a service company wants to transform the managerial culture of her company to put more benevolence and trust at the heart of its operation to strengthen cooperation within her teams.

  • The project started with an awareness conference for all managers on all business lines.
  • A representative sample of the 250 managers were interviewed to draw up a diagnosis of the functioning of the company.
  • A training plan is being deployed is being created.
  • A detailed action plan concerning the governance board, the employees, the mode of operation of the teams is implemented.
  • The company is fully mobilized towards this cultural transformation.

Développement du leadership

Deployer un leadership par le sens, la bienveillance et la confiance.
Une entreprise dans un secteur employant une main d’œuvre importante avec des conditions de travail exigeante souhaite fidéliser davantage ses équipes en travaillant sur le leadership de ses managers et plus largement sur l’expérience collaborateur ?
  • Analyse de la culture managériale via un sondage auprès de l’ensemble du personnel et entretiens qualitatifs avec les managers.
  • Préconisation sur l’amélioration de l’expérience collaborateur.
  • Construction des gestes managériaux
    Animation de séminaire avec les managers.
  • Ancrage des postures avec leur équipe
  • Un plan d’action détaillé concernant le conseil de gouvernance, les collaborateurs, le mode de fonctionnement de équipes est mise en œuvre.
  • L’entreprise est entièrement mobilisée vers cette transformation culturelle.

Renforcement de l’intelligence collective

Permettre à un comité de direction de retrouver sa capacité à coopérer, de mettre œuvre des décisions avec davantage d’efficacité et de faire diminuer ses divergences.
Un comité de direction est en situation de crise. Il a du mal à prendre des décisions. Les jeux politiques parasitent son fonctionnement dans un contexte où le chiffre d’affaires est en baisse.
  • Entretiens exploratoires avec chacun des membres du Comex.
  • Diagnostic des processus de décision, de la structuration du travail et de la confiance interpersonnelle entre les membre du Comex.
  • Séminaire de travail autour de la confiance et le fonctionnement du Comex.
  • Réalisation d’un plan d’action.
  • Coaching du Comex et pilotage du plan d’action sur 8 mois.
  • Un Comex réaligné sur la stratégie et sa mise en œuvre.
  • Une solidarité retrouvée.

Déploiement d’une culture de l’engagement

Mettre en œuvre un programme pour assurer l’engagement des équipes dans le long terme.

Dans le siège d’un groupe multinational, les risques de suractivité font courir le risque d’éparpillement et de dispersion de l’énergie. Les équipes coordonnent des dizaines de filiales à l’international.
  • Réaliser un arrêt sur image sur la situation de l’entreprise (culture d’entreprise, performance…)
  • Identifier les points forts afin d’accompagner le développement de l’activité, d’identifier des points de progrès collectifs, d’améliorer les fonctionnements inter-équipes, et de diffuser les principes de management fondé sur la confiance et la bienveillance au sein du Siège.
  • Structurer la démarche au sein d’un programme nommé “Place de l’Homme dans l’Organisation” bâti autour de 3 piliers : Culture et Proximité, Culture du travail en mode projet, Détection et accompagnement des Talents.
  • Mobilisation de tous les collaborateurs.
  • Le siège a ancré des principes d’entraide et de coopération dans une phase exponentielle de sa croissance.

Deployment of a culture of engagement

Implement a program to ensure the commitment of the teams in the long term.
In the headquarters of a multinational group, the risks of over-activity run the risk of scattering and dispersion of energy. The teams coordinate dozens of subsidiaries internationally.
  • Make a freeze frame on the company’s situation (corporate culture, performance, etc.)
  • Identify strengths in order to support the development of the activity, to identify points of collective progress, to improve inter-team operations, and to disseminate the principles of management based on trust and benevolence within the Headquarters.
  • Structure the approach within a program called “People in the Organization” built around 3 pillars: Culture and Proximity, Culture of work in project mode, Detection and support of Talents
  • Mobilization of all employees.
  • The head office has anchored the principles of mutual aid and cooperation in an exponential phase of its growth.

Dispositifs de Performance managériale

Offrir un 360° aux managers et un plan individualisé de développement des compétences.
  • Sur un marché en forte croissance dans le domaine du transport, avec des concurrents de plus en plus innovants, l’entreprise fait face à des changements importants dans son organisation.
  • Afin de maintenir une qualité de service optimale dans un climat social serein, l’entreprise souhaite mener un plan de développement de ses managers conduisant à un engagement renforcé des collaborateurs.
  • Analyse de référentiel de compétence managériale.
  • Création du questionnaire de 360.
  • Administration.
  • Création d’un plan de développement individuel.
  • Feedback individuel aux managers
  1. Une prise de recul des managers sur eux-mêmes facilitant l’entrée dans un cycle d’amélioration continue.
  2. Un plan de développement managérial aligné aux besoins spécifiques de chacun.
  3. Des managers de plus en plus moteurs de leur propre développement, de la performance de l’entreprise et de l’engagement des collaborateurs.

Leadership development

Deploy leadership through meaning, benevolence and trust.

A company in a sector employing a large workforce with demanding working conditions wants to increase the loyalty of its teams by working on the leadership of its managers and more broadly on the employee experience ?
  • Analysis of managerial culture via a survey of all staff and qualitative interviews with managers.
  • Recommendation on improving the employee experience.
  • Construction of managerial gestures.
  • Facilitation of seminars with managers.
  • Anchoring postures with their team.

Engagement survey showing over 90% satisfaction with manager-manager relationships and team cohesion.

Managerial performance systems

Offer a 360° view to managers and an individualized skills development plan.
  • In a rapidly growing transport market, with increasingly innovative competitors, the company is facing major changes in its organization.
  • In order to maintain an optimal quality of service in a calm social climate, the company wishes to carry out a development plan for its managers leading to a reinforced commitment from employees.
  • Analysis of managerial competency framework.
  • Creation of the 360 questionnaire.
  • Administration.
  • Creation of an individual development plan.
  • Individual feedback to managers.
  • A step back from managers on themselves facilitating the entry into a cycle of continuous improvement.
  • A managerial development plan aligned with the specific needs of each.
  • Managers increasingly driving their own development, company performance and employee engagement.

Organizational transformation

Supporting the entire organizational change of a company’s IT department in new technologies.
The leader wishes to undertake a change program to promote more performance, customer orientation, innovation and team spirit.
  • During a seminar with the 200 main employees, it is proposed to reflect on possible improvements on 4 themes : performance, customer orientation, innovation and team spirit.
  • More than 3000 proposals have been identified.
  • A strategic alignment and a team buiding with the management committee led to the selection of the main ideas to implement them.
  • The main proposal was to reorganize the company and move from a “product” organization to a “line of business” organization.
  • For 3 months, the teams then reorganized the departments, redesigned the working methods, and defined the new responsibilities of each employee.
  • A change plan has been implemented to support the change in behavior of managers based on the overhaul of the managerial model: Codev sessions and coaching sessions have been offered to managers in particular.
  • Each team has worked on its functioning and its internal dynamics
  • The whole company was mobilized during the transformation.
  • The company is completely reorganized.
  • The managers accompanied all the worksites

Strengthening collective intelligence

Allow a management committee to regain its ability to cooperate, to implement decisions more effectively and to reduce its differences.

A management committee is in a crisis situation . He has trouble making decisions. Political games interfere with its operation in a context where turnover is falling.
  • Exploratory interviews with each of the Comex members.
  • Diagnosis of decision-making processes, work structuring and interpersonal trust between Comex members.
  • Working seminar on trust and the functioning of the Comex.
  • Realization of an action plan.
  • Coaching of the Comex and management of the action plan over 8 months
  • A Comex realigned on the strategy and its implementation.
  • Rediscovered solidarity.

Transformation culturelle

Transformer la culture pour promouvoir la bienveillance, moteur de la confiance et de la coopération et vecteur de performance collective.

La président d’une entreprise de service souhaite transformer la culture managériale de son entreprise pour mettre au cœur davantage de bienveillance et de confiance dans son fonctionnement pour renforcer la coopération au sein de ses équipe.
  • Le projet a débuté avec une conférence de sensibilisation de tous les dirigeants sur tous les business lines.
  • Un échantillon représentatif des 250 dirigeants ont été interviewés permettant de dresser un diagnostique du fonctionnement de l’entreprise
  • Un plan de formation est en cours de déploiement est en cours de création
  • Un plan d’action détaillé concernant le conseil de gouvernance, les collaborateurs, le mode de fonctionnement de équipes est mise en œuvre.
  • L’entreprise est entièrement mobilisée vers cette transformation culturelle.

Transformation organisationnelle

Accompagner l’ensemble du changement organisationnel de la direction informatique d’une entreprise dans les nouvelles technologies.
Le dirigeant souhaite entreprendre un programme de changement pour promouvoir davantage de performance, d’orientation client, d’innovation et d’esprit d’équipe.
  • Lors d’un séminaire avec les 200 principaux collaborateurs, est proposé de réfléchir aux améliorations possibles sur 4 thèmes : performance, orientation client, innovation et esprit d’équipe.
  • Plus de 3000 propositions ont été recensées.
  • Un alignement stratégique et un team buiding avec le comité de direction a abouti à sélectionner les idées principales pour les mettre en œuvre.
  • La proposition principale a été de réorganiser l’entreprise et de passer d’une organisation « produit » à une organisation par « ligne business ».
  • Pendant 3 mois les équipes ont ensuite réorganisé les services, repensé les méthodes de travail, et défini les nouvelles responsabilités de chacun des collaborateurs.
  • Un plan de changement a été mis en œuvre pour accompagner le changement de comportements des managers à partir de la refonte du modèle managérial : des sessions de Codev et des coachings ont été notamment proposés aux managers.
  • Chaque équipe a travaillé son fonctionnement et sa dynamique interne.
  • Toute l’entreprise a été mobilisée lors de la transformation.
  • L’entreprise est entièrement réorganisée.
  • Les managers ont accompagné tous les chantiers.