Inclusive leadership: a supported path to cultural change
While companies recognise leaders based on skills adapted to pyramidal organisations, society is transforming itself into a horizontal, virtual network where collaboration, co-creation and empathy prevail.
Inclusive leadership is a balanced, open and creative leadership style. It recognises the unique potential of each and every individual. The dialogue that gives meaning and arouses desire is present, the emotional intelligence is understood and welcomed, as is one's own vulnerability.
They are committed to serving their organisation, their team and their people. Developing, supporting, helping and experimenting is his or her mission. In order to encourage innovation, leaders grant the right to make mistakes, offers responsibility and knows how to pave the way for the autonomy of the team.
Regardless of gender, culture or background, these leaders are able to use all the strengths they possess. These leaders know how to mobilise people of all styles and ages. They know no boundaries because, in line with their responsibilities, they involve others and their group in the journey.
The environment created is consistent with the needs of the marketplace, which is also diverse and varied. People feel respected and valued for their uniqueness. The framework created by this leader is conducive to attracting and retaining employees. They develop, are recognised for their contribution and are committed to expanding it.
This reinvented leadership, congruent with the company's culture, unleashes individual and collective performance and creates higher levels of value, as has been demonstrated time and again.
There is a need for change in the management culture of this industrial group.
Too few women or people from different backgrounds reach responsible positions.
Response: 1. Launch a programme to support and encourage women to join regional and business line management committees. 2. Collaborative design of a new inclusive leadership model and development of behavioural expectations. 3. Implementation and roll-out across the organisation. 4. Run a 6-month development programme aimed at developing 50 talented leaders each year who are committed to making a tangible difference to the corporate culture of embracing all diversity.
How: A series of short, fast-paced workshops, co-development sessions, guided peer paired reflections, meetings, all supported by mentoring from two senior leaders over 6 months.
The result: Since 2018, the highly acclaimed programme has been running. Its content evolves each year. In some years, two promotions are invited. After six years, there are still almost 500 managers, some of whom have gone on to become senior managers, and 6 senior mentors who are still actively involved.
New management methods
Management is changing. Trusted leaders are collaborative.
They are demanding and benevolent. They support their teams and help them to succeed. They create a framework within which to unleash the energy of their team members. Responsible and involved, they move towards autonomy and performance.
For some, it is an expected revolution; for others, it is a challenge to their identity or a natural phenomenon. But these new management trends are taking hold because they are a source of fulfilment and commitment for employees, satisfaction for customers and sustainable results for organisations.
Reinventing management to improve customer and employee experience in a major French insurer's call centres.
Solution: 1. Under the auspices of the Sales Director, support the Executive Committee and Head Office teams to raise awareness and select priorities for action through meetings and debates with experts and inspiring leaders. 2. Carried out by the Field Units: meetings, interviews, full analysis and summary presented in full transparency to the managers and employees of the 17 sites. 3. Training of the local managers in the new leadership attitudes that are expected, collective and individual coaching. 4. Joint creation of new rules of play and life, team reorganisation. 5. Managing change and supporting the Entity Managers.
Unlocking your full leadership potential
Career development, integration of a new culture, taking up a new position, meeting a challenge, dealing with a high-stakes situation, a context of change, a strategic transformation, overcoming an obstacle... are all situations in the life of a leader that need to be supported in a targeted, benevolent, stimulating and empowering way, to enable the necessary changes to take place.
Leaders, high potentials, managers and experts reconnect with their emotions, assess their power and reflect on their leadership identity.
Accompanied by inspiring, playful and sometimes disruptive coaching methods, the developement path is rooted in the reality of their playing field, and allows leaders to navigate in a safe, dedicated workspace.
They breathe and find their own solutions to take their rightful place in the organisation, and enjoy renewing how they practice their job.
Coaching as she takes on new responsibilities at the head of a major international humanitarian organisation.
Topics covered in 6 months of coaching, over 12 face-to-face or videoconference sessions every 2-3 weeks: understanding the stakes, integrating corporate practices and HQ culture, changing her leadership and communication style, fully embracing her new role, developing with joy, and leading the regional management team on an ambitious new course.
The results: twofold increase in team loyalty, calmer and engaging atmosphere within the group, tangible impact on the ground, and a manager on her way to a bright and happy future.
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