We coach executive committees so that their members become an effective and productive team, to the benefit of the quality of the reflection and decision-making of managers.
Let us begin with the most important thing, because the challenges are considerable! And, what is more appropriate than starting with executive committees to work through the process of Collective Intelligence? Here is what we often see:
- A lack of team spirit. Executive committees are more concerned with the juxtaposition of skills and functions, rather than with developing a team, with the analytical strength and solutions that this entails;
- As a result, a disproportionate amount of information relayed is already known. This means that we transfer a series of information that most often ranges from “not interesting at all” to “moderately interesting,” which results in a lack of participation in general reflection and not accessing the full potential of the group.
- We also frequently see that information, although it may be essential, does not move up to the executive committee, or only partially, to the detriment of the quality of the decisions made. In light of this, only one word comes to our mind: why?
- And so on.
We coach executive committees so that their members become an effective and productive team, which benefits the quality of managerial reflection and decision-making. Be careful – the idea here is not to conduct classic team-building by going off to enjoy a good time relaxing. The bulk of our actions focuses on the transmission of effective collective modes of operation, which improve decision-making and increase the strength of collective work considerably. In a context where the requirement to adapt – and therefore change – is greatest, with considerable challenges and equally sizeable egos, creating a team that works together efficiently can only rarely be improvised, and certainly not sustainably. In this respect, we will coach you to ask the right questions so that a spirit of collective reflection develops and every person feels that they both can and must provide their “two cents.” You will be considered and managed like a high-level sports team!
All the same, you might also say: “But I don’t need a consultant to do that!”
And yet, you do. Why?
- Our specialty is to maximize the efficiency of collectives. To do this, we use theory, method, pedagogy, and patience.
- Our presence shelters managers from the risks inherent to conducting change. We take responsibility for this conduct as well as the potential difficulties related to the new practices.
- Aside from team moments, we also coach participants individually via conference calls to help them implement the new methods.
Managers are not consultants, and even less so, trainers; if they venture to try to become one for their own team, they run a significant risk of lacking credibility. In the same vein – everyone has their own expertise – we would not be able to advise you about certain technical elements specific to your profession/industry.