An EXcom is not a team like any other: how to lead it through collective intelligence
“Alone, we go faster but, together, further” this proverb applies to many leaders who come to consult me to help them lead their Excom towards the achievement of common objectives. In fact, they have the impression of “running the store alone”, sometimes even against everyone. Often with the complicity of the HR manager, who shares their distress. An Excom team has specific characteristics linked to its composition and its missions, which require particular coordination. To create this collective, we must build a relationship of trust which will make collaboration not only possible, but ultimately desired by everyone. This is what I describe, with examples of application and numerous testimonials, in my book “Knowledge-Innovation, the innovation attitude to adapt to the changing world” (link with the site) and of which I give you some keys in this article.
Partnership, the job of the future
Director of Partnerships is, in my opinion, “the” job of the future.
Much more than fashionable professions such as “data scientist” voted “sexiest job of the 21st Century by the Harvard Business Review, partnerships, relationship professions par excellence, will become the place for strategy and development of all organizations, companies and associations. Seventeenth Sustainable Development Goal (SDG), partnerships are an integral part of the strategy and are based on the skills of know-how to innovate, which I describe in my book “Know-Innovate, the innovation attitude to adapt to the world which changes” and of which I give you some keys in this article.
1) SDG 17 “Partnerships for the Global Goals”
In 2015 the United Nations defined seventeen Sustainable Development Goals (SDGs), such as the eradication of poverty, the fight for sustainable consumption or against climate change. Last, but not least, is “partnerships for the Global Goals”. This last objective alone defines the mode of operation for achieving these objectives. It presupposes a partnership attitude which resides in the ability to work in a network with various interlocutors sharing the same vision and the same objective. In business we talk about an ecosystem which brings together the different stakeholders, employees, customers, service providers, industrial and territorial relays, NGOs, etc.
2) Partnerships, an integral part of the strategy
The choice of partners is resolutely strategic. In innovation, the definition of the ecosystem is key, and it is carried out from the first step of the process, the clarification of objectives. Having the aim of an exchange of know-how, financial and human resources, the choice of partners must be carefully carried out according to criteria of key skills but also of attitude: loyalty, acceptance of diversity. Relationship professions, partnerships require both the intuition of the heart which allows good feeling, but also strategic analysis.
3) An “all concerned” relationship profession
When a partnership is concluded, the Director of Partnerships must mobilize all the stakeholders to converge their actions towards the same goal. Sharing responsibility between everyone will promote the success of the project. For this it is necessary to show the abilities of a visionary leader but also of a project manager who pays as much attention to the good understanding of the actors on the project as to the achievement of the objective. These relational skills reside in interpersonal intelligence which will be the quality expected to manage partnerships
4) Soft skills of partnership skills
This intelligence of the relationship requires a series of soft skills inherent to know-how to innovate revealed by a study on “soft skills for innovation”. In addition to interpersonal intelligence which covers the ability to create, know how to maintain relationships and function collaboratively, a particular intelligence is essential, the Intelligence of paradoxes. It is about knowing how to combine both transparency and confidentiality, using empathy without going as far as compassion, practicing
Financial people can also be innovative!
Among the beliefs around innovation, there is that innovation is reserved for certain professions: R&D, marketing… but today innovation is becoming a skill to be integrated into all professions. And if we ask ourselves the question of the ability of CFOs to innovate, it is only necessary to look at the example of Jeff Bezos, whose career as a financial data analyst has enabled him to become one of the men the richest in the world! A fine example of the application of innovation to finance, which you will find detailed in my book “Knowledge-Innovation, the innovation attitude to adapt to the changing world” (*) and of which I give you some keys in this article.
1) How are CFOs affected by know-how to innovate?
All professions are impacted by the state of transition we live in to deal with increased complexity and uncertainty. Financiers, like other professions, must adapt to the new economic, regulatory and environmental situation… In the study (**) that I conducted at the end of 2021 with 100 managers, 92% declared that innovation was key to facing the challenges of the new world.
The art of innovation is that of adapting, of taking advantage of situations, of seeing opportunities where others see threats. Like Jeff Bezos who made a bookstore the largest grocery store in the world by developing Amazon, which today capitalizes at nearly 1000 billion dollars.
2) What is the role of the DAF in the innovation process
Exercising a sovereign function, such as the HRD, the DAF has the power to grant or not resources, financial and often also human, within the framework of the follow-up of FTEs as KPIs. The contribution of the DAF is therefore essential for the implementation of the projects and their execution.
But their contribution can go beyond the framework of budget and staff allocation, to move towards a role of active contributor to the analysis stages: the upstream stage of the clarification of the problem which requires a quantified vision of the forecasts, and at the step of solutions through a pragmatic approach to feasibility.
They can also contribute through new ways of approaching the financing of new projects through new business models and new ways of raising funds.
3) How to help CFOs to develop their know-how to innovate?
As I explain in detail in my book, there are 6 conditions for developing your innovation skills. The CFO must submit to it if he wishes to free his flow and be exemplary in this area: first of all to really want to, then to evolve in a cultural environment that will if not help him at least not prevent it, give yourself time, regular moments, one or more places and rituals that will inspire her, train regularly and why not, get support to stay in her line of responsibility.
4) How can CFOs be helped to develop the collective intelligence of their teams?
If the CFO is himself exemplary, the teams will follow because “creativity is contagious” according to Einstein who is an absolute model.
However, a few conditions will facilitate the expression of the collective flow: the motivation of the team which goes hand in hand with the sharing of a common sense, collective rules of life favoring risk-taking, the recognition of ideas, and creating appointments to allow finance teams, as Einstein would say, to “train their intelligence to have fun”!
Innovation a school of emotional intelligence
“The challenge of going to Mars is also psychological,” repeats Thomas Pesquet, explaining that the technical limits will certainly be exceeded, but that men are confronted with their neurological and emotional limits. Technological innovation, with its new uses, creates a new reality that provokes all kinds of emotions starting with the fear of the unknown. Innovators are at the heart of emotional games that they must master in order to persevere in the face of the inevitable obstacles of innovative projects. I dedicate to emotional intelligence, demonstrated by innovators by obligation and by taste, the first chapter of my book “Knowledge-Innovation, the innovation attitude to adapt to the changing world” and whose I give you some keys in this article.
1) Identify your EQ (Emotional Quotient)
In coaching as in innovation, the first step is to clarify the problem. What is my EQ? What are the balanced emotions that make me strong and the unbalanced ones that can create my personal and relational fragility? The EQi Test and Wheel (tool link) allow you to visualize them at a glance.
There is no good or bad profile, the personality and the unique functioning of each result from education, failures and successes from the needs and deep values of each, but it is certain that to face innovation certain emotional skills are necessary..
2) The emotions encountered when innovating
It turns out that the uncertainty that reigns when one innovates provokes all the range of basic emotions: fear of failure, good or bad surprise, the anger of skeptics in the face of a disruptive idea, the sadness of a abandoned, the joy of the success of the project and all the emotions of well-being when you create in your flow.
In any case, innovators ignore the sadness of “it was better before”, and even if they give in to anger like the famous outbursts of Steve Jobs, they come out of it very quickly, to focus positively on their project.
3) Practice the emotional shift
Constantly confronted with emotional mountains, innovators are used to the emotional shift, this attitude that allows you to change state, to go from an emotion that makes you negative to one that makes you positive. The example of Elon Musk, faced with the explosion of his rocket on takeoff, illustrates this ability not to be overwhelmed by anger or the sadness of failure and to positively experience it as an experience to learn and correct. . It is also necessary for any leader to be able to adopt a positive emotional state to train the teams.
4) Develop specific emotional skills
Practicing innovation therefore requires many soft skills that are essential for success. For this, in the wheel of the EQi, it is better to obtain good scores in the subscales related to innovation such as problem solving of course, but also self-realization because you have to feel good in his life to be sure of himself, and the independence to remain convinced of his idea despite all the detractors.
Knowledge-Innovation, the innovation attitude to adapt to the changing world
I am pleased to announce the release of my 1st book “Knowledge-Innovation, the innovation attitude to adapt to the changing world”, published by @Editions l’Harmattan and available now in bookstores (Fnac, Cultura , Decitre…) in paper and digital versions but only in french for the moment.
https://www.editions-harmattan.fr/livre-savoir_innover
The contrast between the optimism of innovators and the generalized defeatism in the face of a changing world has always fascinated me. In #Innovation, there is a magical power of transformation. Inspired, visionary, lucid, innovators have this incredible ability to find solutions in adversity, to bounce back, to know how to seize opportunities in the midst of chaos, to draw from themselves the resources necessary to surpass themselves and “ change the world ” …
The result of 3 years of work, this book was imagined as a bridge between 2 worlds that are dear to me:
- the world of Innovation and
- the world of Coaching.
2 worlds that generally work in parallel while there are many bridges between the two… and a common objective, that of #transformation, of the world through innovation and of man through coaching.
During this extraordinary experience that was the writing of this book, I was able to count on the unfailing support and the precious advice of many contributors whom I thank and in particular of the one whom I consider to be my “mentor”, Pascal Viginier, Honorary President of the Academy of Technologies, who agreed to sign the preface. @Michel Giffard, Founder of the HEC Paris Coaching School and one of the pioneers of coaching in France since the 1990s, also made me the friend of being my post-faceur. Throughout the pages, you will also come across inspiring personalities, innovators with talent and heart, who have enthusiastically acceptedto take part in this project and pass on their experience of know-how to innovate:@Marc Giget, @Thomas Pesquet @Sidney Rostan @Claude Brousseau PGA Master @Sylvie Borzakian @David Bordessoules @Frederic Caillaud @Helene Campourcy @Jacky Z. Chang @Sophie Troussard @Jean-Marc FONTAINE @Patrick Peureux @Jean-Charles Pierre GUILLET @ Sylvain Clemendot @Julie Levy @Albert Meige Arnaud Donckele @Clara Berruyer @Vincent Crosville @Morgane Depoorter @Laurent Dassault @Laure Bomo @christophelienard @fabricemezieres @jean-yvesleonnec @laurenerichard @francoiseengrand Finally, thank you to my editor and his team for the trust granted.To all those who wish to take part in building a new, better world, learn how to mobilize cognitive intelligence and emotional intelligence… Business leaders, innovation professionals (innovation director, marketing director, digital director, IT director, etc.) , HRDs, support professionals, trainers, coaches, consultants specializing in personal development or, quite simply, potential readers wishing to progress personally, in times of transition or resilience, enjoy your journey to the heart of the best of innovation!
Innovation, school of resilience.
In the series dedicated to what makes “innovators happier” (*), I propose now the attitude of resilience. Defined in psychology as “a trauma to be overcome”, it is also a philosophy of life that Confucius praises: “No stone can be polished without friction, no man can perfect his experience without trial”. Innovation is a testing ground for risk, and therefore failure, which strengthens the ability to absorb and bounce back. And conversely, resilience makes you confident in your ability to rebound, and therefore to innovate and live your life with more confidence. Innovate, you will become stronger.
Disruptive innovation, the essence of resilience
Innovation contains within itself the ingredients to create trauma. The innovator must manage his idea to make it succeed by overcoming inevitable obstacles – resources, jealousy, malevolence…-. The emotional dimension is very strong with the fear linked to the risk that his project will not succeed like 80% of ideas since barely 20% will be transformed.
The innovator also has to manage the ability of others to accept his idea and overcome the inevitable destruction that the new solution will cause. Innovation is therefore a tough school of change and, when it comes to disruptive innovation, risk and failure.
Steve Jobs model of resilience
The four major entrepreneurial periods in the life of Steve Jobs can be analyzed in terms of resilience.
Each one is like a rebound of survival after a traumatic event, whether it be the creation of Apple, the dismissal of Apple with the creation of NeXT, the acquisition of Pixar, the repeated innovations upon returning to Apple and the fourth stage which followed the announcement of his pancreatic cancer. But all these stages and this strength of resilience would come from the first trauma, that of the abandonment by his mother at birth.
What might have remained as a trauma became a rebounding force. His dismissal from Apple, when he had taken him to the top in 4 years, reopened his abandonment wound: “I felt like I had received a punch in the stomach, I was stunned I couldn’t breathe anymore”. (**). And Job manages to overcome this ordeal. While he was fired at the end of May from June he goes to Paris to give a conference at an Apple expo. And September he presents his new project to the board of directors: “I have thought a lot and I think it is time for me to turn the page”.
Innovation makes “anti-fragile”
The practice of innovation makes it possible to put failures into perspective by freeing oneself from the view of others on what success is. An innovator may find satisfaction in having just tried his luck, or seeing his idea taken up by another or even taking up that of another, thus exceeding the well-known NIH (***) in innovation.
The distancing of the ego shapes the personality and makes it different. “The strength of innovation is that it gives the impression of feeling special” and like Steve Jobs, I invite you to follow his example “Think different” to become resilient.
(*) RH&M Review APRIL 22 N°85 “Why are Innovators happier?” JULY 22 N°86 “Startups, Eldorado of innovation for young people”
(**) “Steve Jobs, the life of a genius” Walter Isaacson
(**) NIH “Not Invented Here” syndrome of researchers who prefer to invent than take up the ideas of others. Open innovation, which consists of soliciting ideas from outside the company, has helped to overcome it
Startups, the young people Eldorado
In the series dedicated to what makes “innovators happier”, I propose today the case of startups. More than a third of young graduates dream of working in a startup according to a study by Job Teaser. Great success stories like Doctolib, BlaBlacar or AirBnb make them prefer to join a young shoot than a large group after graduation. Why ? The reasons cited are multiple but all affect the meaning they find in a startup: the innovation that stimulates them, agile management, the possibility of having responsibilities, the values of the startup culture and a model of inspiration that is the founding entrepreneur of the startup.
1) Innovation, “raison d’être”
Being ready to reduce their salary to work in a company with environmental and societal values closer to their own, young workers find in the innovation that drives startups a meaning to their work.
This contribution to progress, to saving the planet and people was multiplied during the pandemic at Doctolib or at AirBnb with the war in Ukraine with the special “Ukrainian refugees” service. The possibility of innovating gives them this feeling of acting responsibly in the world.
2) Agility, a priority
This generation finds it difficult to support the authority and the processes that are an integral part of large companies. A flexible management, with flexible and personalized schedules, even if intense, and a cool relationship with the manager correspond better to their expectations. The accelerated operation and the permanent uncertainty of the challenges to be met creates the conditions for the agility they are looking for in startups.
3) Responsibility, to have an impact
Although they may seem casual by dint of being relaxed, the younger generations are in fact looking for greater responsibility. This is less clear in a large company where you can only be part of a more global process. Young graduates are valued for having visible results, being able to participate, give suggestions and even make decisions.This autonomy that they find in startups reinforces their feeling of usefulness and actor of success.
4) “Startup spirit”, shared culture
The cool attitude is that nothing is imposed, neither dress style, which can be very relaxed, nor formality, nor hierarchical spirit. Creativity is pushed and everything that will encourage it: breaks, discussions over coffee, games… Quite the opposite of large companies which tend to impose or limit. But the spirit of performance is still there and the “culture of feedback” which leaves room for criticism to improve a product or know-how are very present and encouraged because room is left for suggestions and therefore for feeling. to be part of the project.
5) Entrepreneur, inspiring leader
If 37% of people under 35 are attracted by the status of entrepreneur according to a study carried out by Opinion Way, starting in a startup is formative, before embarking on your own entrepreneurial adventure. Rejecting hierarchical systems that are too rigid and the authority of a boss, the younger generations have as a model of leadership entrepreneurs who, like them, have been attracted by the challenge, and nourish great stories combining financial success and contribution to innovation of progress.
Why are innovators happy?
People should pursue what they are passionate about. That would make them happy more than anything else.” This advice is that of Elon Musk, echoing Steve Jobs’ definition of innovation “a passion that burns in you”. Innovation enthusiasts experience this new world as an exhilarating time. Why ? the answer through Ikigai, this Japanese method that allows you to determine your purpose and live in harmony with yourself and others. Innovators do Ikigai unknowingly, driven by passion and intuition because:
1) They live in their “flow”
The flow is this state of harmony that we feel when we do something that corresponds to what we love. Living in this flow would be the key to the longevity of the inhabitants of Okinawa, which is also called the island of centenarians” because they would live according to their Ikigai (in Japanese “live what you hope for”). It is a philosophy of life that allows you to live in balance with an ideal that is a good reason to get up in the morning.
There are “small flows” for everyday pleasures and “big flow” for major achievements that correspond to an accomplishment.
Innovators live permanently in their flow, which is what makes them creative and visionary.
2) They do what they love
Innovators like new ideas, meetings with original people and therefore experience innovation as an “autotelic” activity, i.e. self-motivating. They know what they like and assume it with great independence from the eyes of others.
If you’ve lost sight of what you love as you race through the grindstone, make a list of the things that give you pleasure, that you do effortlessly, in your flow. Also make a list of what annoys you and misses you to become aware of your frustrations. Think of someone you envy, they will tell you a lot about what you desire.
3) They do what they are good at
Driven by their intuition, they follow their natural talents. Steve Jobs, who revolutionized the world of design with Apple, has always been driven by aesthetics and the visual arts on which he has nourished himself all his life by practicing them and studying them during his travels. Gifted in creating new universes and products, he surrounded himself with managers like Tim Cooks, the current boss of Apple, to ensure the back office.
You too have preferences and skills. They may have been masked by your education or the needs of your current job. Reconnect with your natural so to take pleasure in your life, private and professional.
4) They are paid to perform
The richest men on the planet are innovators: E.Musk, J.Bezos, B.Arnault, B.Gates, M.Zuckerberg…. Yet Jobs kept repeating that money was not his driving force and besides he lived in great frugality, vegetarian and with his eternal black sweater.
Elon Musk wants him to earn money to achieve his dreams. A serial entrepreneur, he systematically reinvests his earnings in new companies he creates. Thus Paypal allowed him to create Tesla, Tesla finances Space X…
And you, what are your strong skills that will allow you to earn money without having the impression of making an effort?
- They contribute what the world needs
In their desire to “save the world” like Bill Gates with his health foundation or Elon Musk in wanting to “create life” on Mars, they all have a high vision of their reason for being on Earth.
And you, at your level, what is the ideal that you hold and the cause to which you could contribute that would allow you to live better in harmony with you and in the world.
