The health crisis has undermined teams and put the mainspring of companies and the need for organizations to be anchored ...
The health crisis has undermined teams and put the mainspring of companies and the need for organizations to be anchored in their fundamental human values back at the center of strategic issues. This crisis has accelerated the transformation of the world of work, with new ways of working together, the faster-than-expected emergence of new professions and the expression of new employee aspirations.
How can we rebuild the cohesion of organizations on new foundations, think differently about the company, restore desire and boost commitment in an anxious and uncertain period? How can we carry out the necessary reorganizations without leaving certain employees behind or seeing our best talents leave?
Uncertain and anxiety contexts often encourage companies to develop “micro-management” and to “cut costs” in a perspective of securing the future and protecting the existing. However, history has also shown that successful reorganizations or transformations were not those that were solely focused on execution and return on investment, but those that were based on a vision of development and growth on the one hand, and on a commitment to human values on the other.
Sharing and union around strong values are crucial to rebound. Loyalty, trust, courage, commitment, enthusiasm, … these values unite teams around their leaders and elevate them to serve the ambitions, projects and mainspring of organizations.
Tribal codes naturally reappear to anchor each person in their fundamentals. It is in this resonance that it is essential today to highlight the human values and commitment drivers of each person, of each team and to mobilize them in the service of performance so that “the heart of the company beats again. “
How can we rebuild the cohesion of organizations on new foundations, think differently about the company, restore desire and boost commitment in an anxious and uncertain period? How can we carry out the necessary reorganizations without leaving certain employees behind or seeing our best talents leave?
Uncertain and anxiety contexts often encourage companies to develop “micro-management” and to “cut costs” in a perspective of securing the future and protecting the existing. However, history has also shown that successful reorganizations or transformations were not those that were solely focused on execution and return on investment, but those that were based on a vision of development and growth on the one hand, and on a commitment to human values on the other.
Sharing and union around strong values are crucial to rebound. Loyalty, trust, courage, commitment, enthusiasm, … these values unite teams around their leaders and elevate them to serve the ambitions, projects and mainspring of organizations.
Tribal codes naturally reappear to anchor each person in their fundamentals. It is in this resonance that it is essential today to highlight the human values and commitment drivers of each person, of each team and to mobilize them in the service of performance so that “the heart of the company beats again. “