Your organization must continually adapt to its turbulent environment. You know this requires middle managers’ cooperation, and top managers’ support. But you perceive that their management practices and behaviors too often keep people working in silos and feeling demotivated: collective inertia and organizational ineffectiveness.
You ask yourself: - How can I instill a management culture based on cooperation, commitment and focus on results? - How can I, with my team, influence top management and the system around us?
We are theagile.company : a team of coaches/facilitators/consultants known for our expertise in helping leaders to evolve management behaviors and practices that enable true business transformation.
- challenge leaders into visibly ‘walking the transformation talk’
Dominique Fagnoule, CIO BNP Paribas Personal Finance (from 2009 to 2013) : “They challenged me and my team to improve mutual feedback, trust, delegation and focus on rapid results. With their help, we became a performing team progressing our IT transformation beyond planned targets.”
- offer consistent, flexible and adaptive frameworks for effectively making agile decisions and permanently adapting roles/responsibilities to outside evolutions
Caroline Bloch, HR Director Microsoft France (from 2015): “They helped our line managers at every level to coach each other to take responsibility to accelerate our transformation. And their decision making process was a quick hit to sustainably improve the focus and agility of my own team.”
- help extend the scope of responsibilities of managers and employees to become more committed and self-directing.
Laurent Ledoux, President of the ExCom at Federal Ministry for Mobility & Transports (from 2013 to 2016): “They helped the new management of the Aviation department to let go of the command and control culture and push responsibilities down. Employee cooperation, commitment and initiative taking are visibly improved and continue to progress.”
We bring a rich experience as business line managers/directors at some major global companies, following which we have grown into a team of coaches/facilitators/consultants with a pragmatic approach to these questions:
- Where is the gap coming from, that exists between our intended and actual management behaviors? How can our managers reduce this gap, individually and collectively?
- How can we build and strengthen mutual trust and cooperation within our management team? And thereafter throughout the organization?
- How can my managers become “leaders influencing from the emergent future”, instead of “managers controlling from their past experiences”? Which practices and mindsets will help them cross that bridge?
You can join one of our public workshops where you will experience answers to these questions in a business simulation. Here are video extracts of this workshop, including participant’s reactions:
You will find here also our systemic analysis of the key strategies to facilitate the success of business transformation, inspired by “theory U”1. These strategies are the basic building blocks we use to help managers like you develop agile cooperation and human growth.
The implementation of these building blocks must be flexible in large companies: guided by the need to obtain the participation of middle management and by the actual real progress.
The foundation of a successful implementation of these context building block is our (you and us) own self-mastery: our awareness of ourselves and the patterns of how we are impacted by the work system around us and how we do impact it. So we must also continuously develop our own self-mastery to become a more integral leader/coach.
- Scharmer O. (2009). Theory U: Leading from the Future as It Emerges. Berrett-Koehler [return]