1. Difference is key to collective performance

Most of management practices in sizeable organisations show a misleading belief among the management community:

Collective performance relies on collectivism

This strong belief leads to focus the management on acceptance of rules, being in the norm, sharing a common profile, sharing common values, building consensus and following procedures.

Our practice demonstrates the limits of this paradigm and the potential of the concept “the bigger the organisation the stronger you need to develop individual leadership and difference acceptance”.

2. Allow people to give prior to receive in building the sense of belonging

There is a common way among managers of wanting to cocoon the most talented people in order to keep them in the organisation. In fact most genuine high potential employees are more motivated by challenge than by external or materialistic reward.

When studied in depth this aspect of management can be related to one of the basics of social behaviours: sense of belonging is first related to possibility of contributing to the community.

3. Leadership of the leader enables collective leadership

One of the powerful results of our experience is to observe the impact of the transformation of a manager. When the manager develops his leadership, people around him start to develop more themselves and collective leadership is rising.

There is a high potential of collective leadership within the leader himself.

4. Share practices are more important than shared values

When the people we coach accept knowingly that everybody’s values are different from theirs, they accept more their own uniqueness and they nearly always see the need of respectful common practices. More than focusing on common values these common practices enable employees to learn how to work together.

5. Collective creativity is more important than sticking to plan

One of the limitations we observe with managers in managing complex projects or process is a tendency to stick to plan as a way to manage complexity. When they get rid of this and find how to use planning as a creative step into discovering the wholeness of the project and then relying on common practices including creative sequences, the value created increases dramatically.