Two types of alliance at work Throughout my work life, I’ve come to realize people come to build different relationships at work, they happen to ally on different grounds. A first type of alliance is an alliance on mutual benefits, where you and I team up to serve our respective interests. …

Entrer en plénitude (wholeness) dans le monde professionnel c’est peut-être, avant tout, la permettre à l’autre. — Il est en effet futile, voire mesquin ou égoïste, de réclamer la plénitude pour soi avant de l’offrir à l’autre. …

What if progress was nothing but a series of experiments? This idea, that progress happens best as a series of experiments, an idea at the heart of the Lean Change Management approach, still puzzles me while being nothing completely new to me. A few reminiscences of my work life to…

We all know that decisions bring us forward, but deciding often feels like too big of a step. Discover how to take decisions with a lighter heart. — The concept of decision entails a sense of finality. Often decisions feel like a Rodin sculpture: once for all perfectly cut. How terrible and scary is that? No wonder that many refrain from taking (major) decisions. Can’t we remove this sense of fate and rigidity from decisions and turn decision-making…

You are facilitating a group process. Post-its gather and start overlapping each other. Time to make sense of all that. You just launched the group into some clustering exercise when someone drops the bomb: “But… it all relates!” A reaction so often heard while facilitating (or participating) to group reflexion…

Vous menez une réflexion de groupe, les post-its s’accumulant pêle-mêle… Il est temps de faire sens de tout cela. Vous lancez le groupe dans l’organisation spatiale de ces bribes de mots pour extraire le sens de la masse quand soudain quelqu’un lance “mais attendez… on ne peut pas faire ça… tout est lié !” — “Une exclamation que j’ai si souvent entendue quand j’ai facilité (ou participé) à des réflexions de groupe (brainstorming, rétrospectives…) :

Common sense behaviour, in the sense of shared and implicit code of conduct or response strategies, is slowly failing and fading. Go for explicit agreements on how to treat each other and behave within the common space. — Common sense should nowadays be what you’ve commonly agreed upon as being such. Don’t assume that the rest, the stuff you deem unnecessary to speak about, because it seems so common sense, is common sense.

Facilitating Holacracy® meetings is a demanding practice. These playbooks for both Tactical and Governance meetings provide Holacracy facilitators with the right words at the right time. — Originally published in January 2019 on the Liip blog, this article presents updated playbooks which include the election process and lots of new tips. Why another cheatsheet? The official cheatsheets for Governance Meeting and Tactical Meeting do their job in a wonderful way. …

Circle Strategies are one of the most overlooked yet powerful elements of Holacracy. As Lead Link, get started leveraging them for your circle thanks to the Strategy Meeting. — Circle Strategies might easily fall into oblivion, in particular inside organisations such as Liip which were previously structured as a flat-organisation and in which strategy-setting might not have been a strong practice. Evenmore, for just about any organisation that adopted Holacracy exists the risk of a “strategy gap”: Holacracy distributes…