Power and influence
Pouvoir, égocentrisme et capacité d’action
Bruno Chaintron, Entrepreneur, Président de Role Crafting
« Tu es mon ombre et j’attache énormément d’importance à mon image ! »
POUVOIR ET ÉGOCENTRISME
Pour exercer son pouvoir, le dirigeant doit impérativement commencer par développer sa propre capacité d’action. Sans cela, elle ou il n’a aucune chance de devenir un(e) bon(ne) dirigeant(e), ni même de diriger quoi que ce soit…
Il convient d’abord de savoir s’appuyer sur son propre point de vue. Une dose d’égocentrisme est nécessaire au métier de dirigeant. D’ailleurs, on ne peut développer son assurance et sa créativité pour entraîner les autres que grâce à une juste dose d’amour de soi. Mais le danger guette quand l’excès s’immisce.
Une montée d’égocentrisme engendre une fâcheuse tendance à ne considérer que son propre point de vue et ses intérêts particuliers. L’estime de soi se travestit en narcissisme délétère, cet « amour excessif porté à l’image de soi ». Grisés par leurs pouvoirs, certains individus ont un sens si exagéré de leur supériorité, de leur unicité et de leur talent… ils se préoccupent tellement de questions de pouvoir, d’image ou de prestige… qu’ils se coupent des autres et perdent tout bon sens. Samuel Goldwyn, le célèbre producteur américain qui a créé la Goldwyn Pictures, aimait dire : « Si je veux votre opinion, je vous la donnerai. » Il disait aussi : « Je ne veux pas de béni-oui-oui autour de moi. Je veux que tout le monde me dise la vérité, même si ça leur coûte leur job. »
Coaching to Make Change a Pleasure
How to create purpose?
– How do we recognize an organization which creates purpose?
– An organization creates purpose if it allows for those who compose it to refine their preferences so as to experience the goals they consider the highest. Conversely, it destroys purpose if those who compose it must lower their ambitions, or if those ambitions are inexistent or vague.
– Creating purpose is thus a virtuous circle. Purpose is daring to think big, then living it. Then thinking even bigger etc. Vision serves experience and experience serves vision...
– ... before experiencing this sentiment, so well described by Michel Podolak, an Orchestra Conductor who said "Purpose is acting here and now, in full adequacy with who I am."
Tips for creating purpose:
- Clearly articulate what you wish.
- Encourage others to define what they wish.
- Organize the confrontation of preferences.
- Do not hesitate to experience by yourself what appears to be possible and recommended.
- Redefine your preferences after the experience.
- Let others do the same
Crafting Meaningful Roles in Today’s Organisations
Making the most of employees’ skills and motivation is a key to a firm’s success today.
However, aligning individual energies with the company’s strategic objectives requires paying careful attention to the way individual roles are created and shaped over time.
How can one develop roles that are deemed fair from the employee’s perspective and also from the company’s perspective - even when corporate circumstances evolve?
To address this issue this thesis draws on two bodies of research. On the one hand, the literature on organizational role analysis offers a systemic view of the notion of role by conceptualizing role as the place where the individual and the organization meet. On the other hand, the rich body of procedural justice research has identified the characteristics that are required for a corporate process to be deemed fair.
No study has, however, explored the notion of a Fair role and the process by which such roles can be developed. By combining organizational role analysis with procedural justice literature, this thesis extends procedural justice research to a new setting of application, the field of role development. This paper also brings a new perspective to the analysis of roles described in the organizational role analysis literature by identifying requirements for such roles to be a) deemed Fair and b) developed in a Fair way.
Corporate Innovation : How to Solve the Traffic Jam Problem ?
Everyday when I drive downhill from Meudon, the suburb west of Paris where I live, to my office, I have to get through the Carrefour de la Ferme crossroads and every morning it is congested.
One day I was waiting at the last traffic light before the crossroads and it wasn’t looking good. Some cars were already blocking the intersection. As the traffic light finally turned green, the car in front of me suddenly accelerated, rushed a few metres and quickly stopped – stuck with all the other vehicles at the centre of the crossroads.
Does this ring a bell? In traffic jams, when the light turns green, why do people rush forward – even though cars are blocking the intersection? Isn’t it obvious that this will only make the problem worse? Why do we always have to put ourselves in even more inextricable situations? Why don’t we learn from the past to discover better solutions? In short, why are our innovation capabilities so limited we haven’t yet solved the traffic jam problem?
A few months later, I was driving a car in California. I was approaching a crossroads where the traffic lights were not functioning. My old French instinct resurfaced. Would the nightmare start again? To my great surprise, the traffic was flowing smoothly. Why? It took me a few seconds to realise that every driver was a) able to remember his or her arrival order at the crossroads and b) was very careful to only enter the crossroads à son tour.
In other words, the lights weren’t really needed. And two skills had made this miracle possible: a knowledge-acquisition skill (everybody was able to remember his or her arrival order at the crossroads) and a relationship skill (nobody was cheating).
Could this possibly be the beginning of a solution to the traffic jam problem? (…)
The Seven Keys to Leadership
The resilience of Leaders. An event drawn from the life of Epitectus well illustrates what resilience is.
During the second half of the 1st Century A.C. Epitectus, still a child, must leave his native Phrygia to work as a slave in Rome at the service of a cruel master called Epaphrotitus. One day, as his master was beating him, Epitectus warned him, saying «My leg is going to break. »
Once his leg was broken, Epitectus did not complain anymore. Epitectus replied to his master, who was astonished by his calmness « What good would it make me now to be angry ? »
Since then, tradition reports that Epaphroditus, himself a former freedman from Nero, decided to set Epitectus free.
Epitectus became a Philosopher of the Stoic School, an opponent to Emperor Domitian, then a Counsellor to Emperor Hadrian. Stoicism was for him a school of resilience which he took quite seriously. It is said that he would correct those who pretended to « do Philosophy » : « Do not say "I do Philosophy", say "I become a freeman"», he would tell them.
In the case of Epitectus, his saying should be taken literally, since Philosophy made him free. He had to find an inner peace, if we are to believe the way in which he edited his own epitaph : « I am Epitectus, a slave, crippled, poor as Irus, and yet, loved by the Gods. »
If the word « resilience » in its psychological acceptation is relatively recent, the spiritual quality it points out is thus ancient. Resilience is the virtue of sailors of all times, who resume their course after a squall. What is truly new is that this quality has a crucial importance for today's leaders. (...)