This course is the last course of the a Specialization on Leadership called “Inspirational Leadership: Leading with Sense”, so you may want to take the courses “Building Your Leadership Skills” and “Giving Sense to your Leadership Experience” prior of taking this course. In this course you’ll get the opportunity to apply the skills learned in the first two courses of the “Inspirational Leadership: Leading with Sense” as an individual to a group setting. The group could not only be an organization such as a company or a team in a company, but also a private group such as your family or an association. Specifically, you’ll apply the 4 steps of The Savoir-Relier protocol to your group: 1. defining the group identity by working on the group self-awareness, 2. creating quality relationships within the group, 3. working on resilience for the group to then be able to overcome difficult situation and 4. Making the organization grow by creating sense and meaning. So if you want your group to grow as a successful leader in its fields, if you want to find your identity as a group and create shared values for it, or if you want your group to become more resilient in face of change and crisis, this course is made for you! Finally, at the end of the course, you would have build sense for your group in order to be more efficient. Using real-life cases you will see how the genuine, generous and generative characteristics apply to the development of successful organizations. For example, you will apply the Relational Circuit to recruit effectively, or the Self-Portrait and Conversation exercises to create team cohesion and resilience to overcome crises and interpersonal conflicts. You will be able to form trustworthy relationships in spite of diverging or different views, and you will grow respect in your environment where sense will be a driver for you and your surrounding. Leaders from different organizations, will share with you their insights about how they have applied the Savoir-Relier approach to their company and how it has made the company more resilience and competitive.
2 - The importance and dangers of transparency
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来自 HEC Paris 的课程
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从本节课中
Building quality relationships in the organization
With this module, you will master your capacity to use communication effectively and value diversity. You will facilitate the development and growth of a group or company project thanks to quality, i.e. trustworthy, genuine and generous relationships.
与讲师见面
Valérie GauthierAssociate Professor, HEC Paris
[MUSIC]
In the of the organization, communication is characterized by sincerity.
The willingness to speak the truth.
Speaking with your own voice.
The voice of the organization is a sign of confidence in the values that have
brought people together around a common sense of purpose and shared goals.
This does not mean that communication needs to be spontaneous and improvised.
Well orchestrated communication is representative of the care and attention
paid to the company's values, and how they are translated to different audiences.
Steve Jobs' keynotes for Apple were renowned as perfect examples of carefully
orchestrated moments of communication that reflected a genuine attachment to and
a representation of Apple's identity and values.
Other companies, like Facebook, have adopted similar communication approaches.
It is important to note, however, Steve Jobs was himself in those moments.
He certainly practiced and rehearsed like a performing artist, but he was doing what
he believed in, and he presented his products and in his own and unique way.
Following Jobs death, Apple's communications have kept the same keynotes
broadcast world wide for the launch of new products.
But the voice has changed with Tim Cook taking over.
So Apple relies less on the CEO to embody it's image, but
still relies on powerful communication.
Like the Shot on iPhone 6 photographs campaign.
Communication is everywhere, inside and outside.
Relationality is again the key to achieve the subtle balance between structure and
freedom, maintaining control over the message
while giving people the liberty to express themselves.
People who feel good in an organization will feel confident to speak about
everything, what goes well, and what does not go well inside the company.
But outside, it's a different story.
And the same goes for your family or your association.
Christine Lagarde, the Managing Director of the IMF Was the chairwoman
of the American law firm Baker and
McKenzie prior to becoming the French Minister of Foreign Affairs.
Speaking about leadership to HCZMBS students in 2005,
she was asked about the role of communication in leadership and
she explain that, Baker and McKenzie Members of the firm could not
criticize the firm outside the organization.
They could do this inside but not outside.
Anyone who consistently bad-mouthed the firm outside,
no matter how long they had been within the firm, they were out.
If you cannot speak positively of the company where you spent a large portion of
your time and energy, then you should not be there in the first place.
Channels for self expression and
sharing inside the organization abound in many forms.
From informal discussions around the coffee machine to formal forums,
Internet, and platforms, like BlaBlaTalk or BlaBlaShare.
Those are designed specifically to facilitate the exchange of ideas,
opinions, and views.
These channels are a means for companies to develop an internal voice,
the language that has it's own internal voice for different people.
It is the voice of the institution, and
it is different from external voices that communicate through press releases,
corporate websites, ads and branding tools, such as corporate logos.
Social and professional networks also spread information and
communication in the less controlled and more diffuse way.
You need to understand and manage those tools and channels particularly
because of their potential to escape your control and go viral.
This is where you need to be cautious and measure the risks of open and
direct communication.
Developing a savoir relier mindset with relationality
through genuine communication is a way to work consistently across
multiple channels without risking to lose control.
Genuineness is an attitude that can drive your choices and
decisions about how you communicate, regardless of the channel.
What matters is that you remain true to yourself and true to your organization.
As we saw with values are critical to your success in
effective communication outside the organization.
Sincerely comes with the confidence that is built out of the experience,
successes and failures, discernment and resilience, and
the capacity to have a sense of perspective in moving forward.
The Sevauholy organization is genuine and
connects with the audience and its true identity.
The uniqueness of its values is incarnated and valued by the employees and leaders.
Theodore Zeldin, the British historian and philosopher who wrote Conversation,
an essay that charts the power of dialog and the need for
quality exchange between human beings, once told me as a piece of advice
on my own leadership, you must not compete, you must be unique.
His words have stayed with me throughout the time that I was at the head
of the HEC MBA and strove to make the program unique in it's content.
And also in the people it recruited and the values it relied on and
the way it commits in communicated them.
The identity of the MBA lied in the consistency across all of those points.
Your company or
group must carefully choose the words used to express your values.
You need to ensure that they reflect its specific and
unique identity as you have seen with [INAUDIBLE] or publicists so far.
Unfortunately the corporate communication of large organization is very different
in very different sectors often using exactly the same messages and wording.
Those companies promote their supposed uniqueness and their integrity and
entrepreneurship.
They advocate their social responsibility by using words that are so
generic, that they have almost lost their meaning.
If you want to have an effective communication,
you need to play close attention to language and commit to working with words
that are well defined and associated in ways that are specific to your company.
Your words cannot and should not be interchangeable with the words of another
group or organization just like a dialect or even an accent that will reflect
the common and shared way of living and interacting in a specific community.
Your group, your company, or your family will be recognized in the way it crafts
its discourse just like that you would recognize a painter or
a poet by their distinctive style.
This attention to detail is essential to what I referred to as
genuine communication.
And this is why writing is so important in the development of your leadership.
And now with our next episode,
we will move to our second pillar, the generous organization.
And you will build your [FOREIGN] to leading organizations.
