OUR KEY VALUES

We base ourselves on four key levers to success for organizations in the 21st century.

  • 1. BOLD MEANINGFUL VISION
  • 2. PASSION FOR RELEVANT CHANGE
  • 3. COLLABORATIVE MANAGEMENT
  • 4. TRUSTWORTHY LEADERSHIP
  • OUR PURPOSE

    To provide creative solutions to performance, management and commitment issues for organizations of the 21st century via a multi-disciplinary network of renowned experts

    OUR ASPIRATION

    To make a difference by offering solutions that better fill the needs of both the people and the organization

  • 1. BOLD MEANINGFUL VISION

    This first lever is probably the most important of the four in this ever-changing world full of uncertainty as to the economic future of our organizations and their teams.

    Having a vision involves giving meaning to what we do, i.e., a clear direction to align all members of the organization or team.

    In addition to revealing the meaning behind what must be done, it is important to clearly define the bold goal to reach in order to inspire and be a real source of motivation for oneself and for team members, while encouraging going even further.

    Choosing what is best for the future of the organization and the team is also important. In other words, targeting areas of concrete importance while taking into account the fundamental mission of the organization or the team, as well as the issues and opportunities of the context.

    It is not easy having a bold meaningful vision. People’s attitudes and the surroundings circumstances often lead to adopting an attitude of paralyzing prudence. So sometimes we have to go against the flow, have the courage to forge ahead and propose something that leads team members to work together toward a major goal.

    For the leader of the organization or the team, the questions to think about and expand upon are: What mark do I want to leave after I go? What is the major challenge that will generate a major step change to my organization or team?

  • 2. PASSION FOR RELEVANT CHANGE

    The German author Goethe wrote a few centuries ago: “Whatever you can do or dream you can, begin it. Boldness has genius, power and magic in it” This quote still rings true today in our contemporary organizations.

     

    Organizations are faced with a rapidly changing environment, client needs and competitors’ offerings.  Their greatest trap is being paralyzed by the fear of taking a risk to do something different so they tie themselves down to the safety of what they know and have done already.

     

    Organizations must learn to thoroughly and constantly change at an increased pace.  Therefore, we must create agile, innovative and inspiring organizations that put the client at the centre of discussions on change and lead him to take part in the process of creating new products and services.

     

    In order to do this, organization members must sign on to the changes needed without looking for perfection right away and by providing conditions to be able to co-create with the client.

     

    Moreover, we can no longer be in a position to have to handle team members’ resistance to change. This resistance reflects their fear of doing things differently. We have to go completely in the opposite direction and develop a “passion for relevant change” in them.

     

    This means positively reframing threats, issues and unusual demands as being opportunities to build the future together.

     

    We have to come to a point where members of the organization no longer see change as something unpleasant, but rather as an opportunity to keep up to date and be productive.

  • 3. COLLABORATIVE MANAGEMENT

    To be successful and survive in the medium term, organizations can no longer be created or maintained based on the 20th-century “command & control” model of the hierarchical organization. They must move to the 21st model, that of collaborative management. This model concretely democratizes the power to make decisions and unleashes collective creativity and initiative toward meeting the objectives outlined in the proposed vision.

     

    There are an increasing number of major leaders of powerful companies who share what Google’s Executive Chairman, Eric Schmidt, mentions in his talks: “In the future, corporations won’t be able to be as controlling”. “There is also a lot of evidence that groups make better decisions than individuals”… “The role of a leader, in this case, is not to force an outcome, but to force execution  —  literally, by having a deadline”  “You also need dissent. If you don’t have dissent, then you have a king”, “this type of innovation comes from small teams”.

     

    Collaborative management is built by defining and implementing partnership agreements, clarifying the contributions of all parties for reaching the targeted mutual results.  Each agreement stipulates the way of working within a team and between teams to ensure high levels of relevance, innovation and agility for producing results.

     

    The five drivers for implementing collaborative management are, in order: (1) interest (2) action (3) participation (4) empowerment (5) making certain joint decisions.

     

    Lastly, collaborative management is an organizational model that can get clients and suppliers to participate with the organization in creating and implementing organizational development strategies.

  • 4. TRUSTWORTHY LEADERSHIP

    Several studies showed a direct link between trust level and organizational performance.  As well, it has been repeatedly demonstrated that in for-profit organizations there is a direct correlation between “trust in the workplace” and “financial performance”.

     

    In order to successfully have constructive dialogue and garner support for the vision proposed by management, trust in the workplace is one of the basic premises.

     

    To attain this level of trust, leaders must be transparent, authentic and open to discussing everyone’s perceptions and experiences.

     

    Moreover, in a context of upheavals, as we have seen over the past few years, aversion to risk and fear are common in many organizations.

     

    Good leaders who know how to recognize and offset these emotions in themselves can help their team members build up their courage and, in turn, unleash their full potential.

     

    To bring team members collaborate proactively and take risks to innovate, leadership behaviours must convincingly mirror that taking risks is encouraged and even valued.  And here, leaders must instill confidence and gain team members’ trust.

     

    Implementing trustworthy leadership is therefore an important prerequisite for the other three levers to succeed: bold meaningful vision, passion for relevant change and collaborative management.

  • Agropur         ArcelorMittal         AstraZeneca         Bombardier Produits Récréatifs         BPR Infrastructures         CAE Électronique         Camoplast Solideal         Centre de réadaptation Constance-Lethbridge         Cliffs         CSN         CSSS du Sud de Lanaudière         Fibrek         Graymont         Hydro-Québec         Métallos         Minière IOC         OMHM         Owens Corning         Rio Tinto         SAQ         SCEP         SCFP         SFK Pâte         The Canadian Salt Company         Transport Ferroviaire Tshiuetin         TUAC         Ville de Lévis         Ville de Montréal         Xstrata Nickel (mine Raglan)         
  • Agropur         ArcelorMittal         AstraZeneca         Bombardier Produits Récréatifs         BPR Infrastructures         CAE Électronique         Camoplast Solideal         Centre de réadaptation Constance-Lethbridge         Cliffs         CSN         CSSS du Sud de Lanaudière         Fibrek         Graymont         Hydro-Québec         Métallos         Minière IOC         OMHM         Owens Corning         Rio Tinto         SAQ         SCEP         SCFP         SFK Pâte         The Canadian Salt Company         Transport Ferroviaire Tshiuetin         TUAC         Ville de Lévis         Ville de Montréal         Xstrata Nickel (mine Raglan)         

Our clients love a job well done. So do we.