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Marc DUFRAISSE - AutentiCoach Partners

We create spaces for the growth of people, teams and companies.


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Unleash your Potential

Unleash your Potential
Unleash your Potential

Wednesday, 24 October 2012

Is your organization totally focused on getting results?

Is your team fully focused on results?

The collaborators and different departments of an organization are indispensable and complementary in delivering high quality and best in class services to their customers.


Between them, at any moment, discrepancies on objectives or malfunctions in communication, management or quality can affect delivery standards.


All departments in organizations have their own vision, their own objectives and difficulties. But they struggle to perceive the neighbours'. They don't see the other departments' issues. They  don't understand what happens there ... Or don't want to make the effort to understand ...


When trouble or difficulties arise, everyone has an opinion or a solution. And tends to put responsibilities on the others, outside.


How do you make different teams come together and focus on superior goals and objectives that are beyond their "local" needs and issues?


In your company, on what do people focus?.


On blame? On being right? On looking good and showing they did it well?


Or on resolving the global issues. On facing difficulties, taking initiatives and risks to achieve results.


Is your organization fully focused on getting results?

Wednesday, 17 October 2012

How long should you insist?


As Einstein said, "do not expect things to change if you continue doing the same thing."

If it's not working, is it necessary to persist in doing what you're doing?

When you are in situations of doubt, in search, unstable, you tend to look for solutions outside. You study the markets, the industries, the offerings, the opportunities. You tend to develop a contact network without much sense or much logic.

It may be quite efficient if, in doing so, you are being flexible with what is going on and if you are able to learn from it.

It's okay if you are not forgetting yourself in the process.
You are what really matters here: you, what you want, what motivates, challenges, engages you, what you are willing to learn, to achieve, to go back for more.

It's great if you are connected with your intuition, if you respect yourself in your strategies and choices, without judging yourself.


Are you being consistent and aligned with who you are?
Aren't you misled by useless schemes or beliefs?


Step back for a minute  and look at your strategies and tactics ... How are you feeling about them?
Beyond the rational and logical aspects, what is your intuition telling you? What are your guts longing for?
Are you on track? Are you going your way?

Or are you insisting?
Are you persisting with something you don't totally believe in?

What would you change to make it work? To feel coherent with yourself?

Tuesday, 16 October 2012

Change Management vs. Change Leadership -- That's the Difference

Change Management vs. Change Leadership -- That's the Difference
John Kotter

I am often asked about the difference between “change management” and “change leadership,” and whether it’s just a matter of semantics. These terms are not interchangeable. The distinction between the two is actually quite significant. Change management, which is the term most everyone uses, refers to a set of basic tools or structures intended to keep any change effort under control. The goal is often to minimize the distractions and impacts of the change. Change leadership, on the other hand, concerns the driving forces, visions and processes that fuel large-scale transformation. In this video, I delve a little deeper into the differences between the two concepts, and highlight why we need more change leadership today.


http://vimeo.com/20000373


A full transcription of this video post is below:
There is a difference that is very fundamental, and it’s very big, between what is known today as “change management” and what we have been calling for some time “change leadership.” The world basically uses change management, which is a set of processes and a set of tools and a set of mechanisms that are designed to make sure that when you do try to make some changes, A, it doesn’t get out of control, and B, the number of problems associated with it—you know, rebellion among the ranks, bleeding of cash that you can’t afford–doesn’t happen. So it is a way of making a big change and keeping it, in a sense, under control. Change leadership is much more associated with putting an engine on the whole change process, and making it go faster, smarter, more efficiently. It’s more associated, therefore, with large scale changes. Change management tends to be more associated—at least, when it works well—with smaller changes.
If you look around the world right now and just talk to people, it’s not just semantics. Everybody talks about managing change and change management, because that’s what they do. If you look at all of the tools, they’re trying to push things along, but it’s trying to minimize disruptions, i.e., keep things under control. It’s trying to make sure change is done efficiently in the sense of you don’t go over budget—another control piece. It’s done with little change management groups inside corporations, sometimes external consultants that are good at that, training in change management. It’s done with task forces that are basically given the whole goal of push this thing along, but keep it under control. It’s done with various kinds of relationships that are given names like “executive sponsors,” where the executive sponsor watches over this thing to make sure that it proceeds in an orderly way.
And change leadership is just fundamentally different—it’s an engine. It’s more about urgency. It’s more about masses of people who want to make something happen. It’s more about big visions. It’s more about empowering lots and lots of people. Change leadership has the potential to get things a little bit out of control. You don’t have the same degree of making sure that everything happens in a way you want at a time you want when you have the 1,000 horsepower engine. What you want to do, of course, is have a highly skilled driver and a heck of a car, which will make sure your risks are minimum. But it is fundamentally different.
The world, as we all know right now, talks about, thinks about, and does change management. The world, as we all know, doesn’t do much change leadership, since change leadership is associated with the bigger leaps that we have to make, associated with windows of opportunity that are coming at us faster, staying open less time, bigger hazards and bullets coming at us faster, so you really have to make a larger leap at a faster speed. Change leadership is going to be the big challenge in the future, and the fact that almost nobody is very good at it is—well, it’s obviously a big deal.

Tuesday, 9 October 2012

Leadership : Do you accept to show your vulnerability?

Leadership is commonly linked with power, strength, commitment, security, authority, discipline...

These qualities are key to drive industries where the objectives are productivity, quality and efficiency.
They may however be inadequate or insufficient in less automated areas where the capacity to be flexible, agile, innovative is key to the business...


Energy, strength, commitment are crucial.
But a 
leadership that is based on authority, security and discipline may well have a negative impact. It can create routine, generate rigidity, lack of flexibility to listen, adapt, respond...

In industries requiring constant renewal and creativity, a culture of commitment and freedom is needed to challenge teams, to promote initiative and pro-activity. A context where employees are free, engaged, impatient, passionate. Where they act as entrepreneurs.
To get that, people need to have the right to be themselves, vulnerable and imperfect...


The leader who accepts to be vulnerable ...acts as a role model, is an example that imperfection and vulnerability are OK...

Don't you think?
Would you accept to be vulnerable?

Monday, 1 October 2012

Are you having a sensation of chaos?

You just never stop. you have too much to do, so many to-does, tasks, plans to prepare, manage, execute, so many people to see, so many conversations to have, so much information to gather, so many inquiries to do you feel like you're not controlling your day any more ...



You feel in a chaos. Trapped. You're not managing your agenda. Your agenda's dominating you.

You start some task, are distracted by another one, a third one comes up, you're interrupted by a fourth, you jump onto a fifth, a phone call gets your mind back to a sixth ..... You spend your day going from one thing to another, with a feeling of not delving into anything, of staying on the surface .... aimlessly, meaninglessly ...

Tell me ..... what do you want? Do you have a vision? A direction?

In everything you do, which jobs or tasks serve your purpose? Which serve your goals?
And which ones you just have to do but definitely don't contribute to your vision? Which are contaminating your days and taking you away from your path?

Do you know where to go?
When you get clear and remember your vision, when you connect with your goals,
Doesn't it seem like chaos just fades away? ...
When you are who you want to be, everything just starts to make sense again ...Don't you think?

What is important for you? What makes sense?