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To be able to take initiatives, you must enjoy an environment favorable to risk taking. How can you develop a climate of psychological safety, a true key to the performance of teams and organizations?
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While the ”liberated company” model provides a solution to agility challenges, it involves a real disruption in organizing the relationships among employees. What does it take to achieve such a radical change?
The concept of the holacratic company attempts to give employees a maximum of autonomy by eliminating the constraints which hobble initiative. What underlies the success of organizations which have adopted this management approach?
To make things change, we have a lot more leeway than we think. How can we take responsibility for creating the changes we want to see implemented?
Our defensive reflexes cause us to hold onto old habits, and thus obstruct change. How can we address issues in a more constructive and responsible manner?
How can leaders get their teams to share responsibility for ensuring collective success?
The notion of liberated company remains controversial: some see in it an ideal model, others a deception. In any event, it raises a key question: how can you combine individual autonomy and collective efficiency?
Most managers tend to focus more on operational matters than on the development of their staff. Beyond a scheduling issue, it is more a matter of personal stance. How can you be an effective manager-coach?
Motivating employees is an arduous task, particularly since people cannot be motivated against their will. So, how can you help your team members be proactive in finding their own intrinsic motivators?
The least qualified employees are often the ones in direct contact with customers—with a major impact on the perceived quality of service. How can you develop customer satisfaction through the engagement of your front-line employees?
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