Fair leadership
Catalyst
LEADERSHIP
fundamentals
At Mydev, we are convinced that leadership is based on 3 fundamental pillars which, if they are solid, allow ambitious short, medium and long term objectives to be achieved, while creating commitment, motivation and creativity among the driving forces of the organization.
We work every day to:
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help managers develop their collaborative leadership
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guide them to enable the success of their transitions
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optimize their managerial practices for better energy management
COLLABORATIVE LEADERSHIP
Strength in munbers! The need to facilitate collective projects is increasingly strong, in a fluctuating world where the certainties of a visionary leader have difficulty convincing, and where employees, direct or indirect, have increasing demands for autonomy and support. Opportunities for traction.
But there are many obstacles to overcome: silo organizations, fear of exposure, withdrawal into oneself, working remotely.
The evolutionary leader must be above all a facilitator of collaborations, capable of:
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Getting all stakeholders to join a collaborative processes:
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shared definition of the problems to be solved
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participatory exploration of multiple solutions
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clear explanation of decisions taken
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optimization of the implementation
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and learning from experience
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Create and maintain a climate of trust by:
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exemplary behavior
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sincere communication
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the credibility of the chosen teams
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clarity of relationship rules
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Develop within your teams the understanding of individual talents and the desire to help each other through feedback and co-development.
successful transitions
In a volatile environment in which most contemporary leaders operate, they are called upon to experience personal transitions and guide their teams through the necessary changes to successfully evolve in new situations.
Succeeding in these transitions requires above all to be a creator of confidence , by the confidence that one is able to grant, wisely, and by the confidence that one inspires by his behavior.
The second quality of a leader in the success of transitions lies in his ability to give meaning to the commitment of his team members, by explaining the reason for being part of the team and by proposing a goal to be reached, a ambition.
This ambition must be stimulating - to climb the podium with the performance of comparable teams, beat a record, dominate a market… - but it must be credible, and progress towards this goal must be measurable or observable.
The formulation of an ambition is a great opportunity for the leader to solicit the contributions of his teammates to create unusual strategies by exploring the “ blue ocean ” and to make creative decisions .
Achieving this ambition requires that the leader detects the drivers and blockers in delivering the changes associated with the project he is leading, that he identifies his potential allies to implement it, and that he adopts a collaborative process to influence them. .
energy management
Faced with a multitude of demands, the evolutionary leader only survives sustainably if he uses his own energy and that of his teammates wisely and frugally.
A golden rule of good energy management is to know how to analyze the systemic impact of your managerial practices on the short, medium and long term performance of your teams.
We have observed that many managers were wasting energy by focusing on non-priority practices from the point of view of the issues to be addressed, rather than optimizing their managerial tone, by finding the right balance between operational efficiency and strategic agility, and development of human capital.
We have also observed how individuals in leadership positions often lack lucidity in knowing their talents and preferred behaviors, as well as in detecting talents and understanding the behaviors of their stakeholders.
And their frequent ignorance of the fundamentals of motivation - autonomy, the opportunity to learn, search for meaning - does not facilitate the fight against the waste of energy .
Developing the efficiency of its practices also requires an overhaul of its management of priorities in the scheduling of its activities and those of its team members, to avoid creating unnecessary stress and to respect the change management cycle.
To achieve concrete results, the evolutionary leader must conduct regular reflections on the optimization of the distribution of his energies and those of his team members , and equip himself with a roadmap, a development map , which marks his progress and that of his team in relation to the actions he decides to take to achieve his objectives.
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