This course is the last course of the a Specialization on Leadership called “Inspirational Leadership: Leading with Sense”, so you may want to take the courses “Building Your Leadership Skills” and “Giving Sense to your Leadership Experience” prior of taking this course. In this course you’ll get the opportunity to apply the skills learned in the first two courses of the “Inspirational Leadership: Leading with Sense” as an individual to a group setting. The group could not only be an organization such as a company or a team in a company, but also a private group such as your family or an association. Specifically, you’ll apply the 4 steps of The Savoir-Relier protocol to your group: 1. defining the group identity by working on the group self-awareness, 2. creating quality relationships within the group, 3. working on resilience for the group to then be able to overcome difficult situation and 4. Making the organization grow by creating sense and meaning. So if you want your group to grow as a successful leader in its fields, if you want to find your identity as a group and create shared values for it, or if you want your group to become more resilient in face of change and crisis, this course is made for you! Finally, at the end of the course, you would have build sense for your group in order to be more efficient. Using real-life cases you will see how the genuine, generous and generative characteristics apply to the development of successful organizations. For example, you will apply the Relational Circuit to recruit effectively, or the Self-Portrait and Conversation exercises to create team cohesion and resilience to overcome crises and interpersonal conflicts. You will be able to form trustworthy relationships in spite of diverging or different views, and you will grow respect in your environment where sense will be a driver for you and your surrounding. Leaders from different organizations, will share with you their insights about how they have applied the Savoir-Relier approach to their company and how it has made the company more resilience and competitive.
1 - Communication: the Voice and soul of an organization
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En provenance du cours de HEC Paris
Leading Organizations
172 notes
À partir de la leçon
Building quality relationships in the organization
With this module, you will master your capacity to use communication effectively and value diversity. You will facilitate the development and growth of a group or company project thanks to quality, i.e. trustworthy, genuine and generous relationships.
Rencontrer les enseignants
Valérie GauthierAssociate Professor, HEC Paris
[MUSIC]
Communication plays a major role in the process
of establishing how a company's values and structures relate to its history.
At the individual level, transparency, authenticity, and
straight talk were identified as signs of genuineness
that facilitate effective communication and dialogue in savoir-relier leadership.
Clear and fluid communication also characterizes a genuine and
healthy company.
A company that is not confident in its' vision and
direction does not tend to communicate effectively.
So communication is not a marketing tool, or at least not in the model.
The way a company expresses itself, and the words and images it chooses to
represent it's self, are a reflection of its identity, its personality.
The genuine organization has a voice that is the expression of its soul.
Communication is a key element of success for [INAUDIBLE].
Frederick will now explain how the company walks to talk of their values
with Bla Bla Talk and Bla Bla Share.
>> We're called Bla Bla Car, which means that there is some Bla Bla; so
talking in the car.
So we communicate a lot.
Not only the community communicates in the call, but
we do communicate a lot through social medias, through PR or advertising as well.
Through everywhere inside the company as well.
And we've created a whole set of tools to illustrate this communication.
Internally, we have what we call the bla bla talks.
Which are a way every week for
people in the company to share what they have done, and what they will be doing.
So, all the departments, all the jobs in the company,
have the opportunity to actually say what they will do and
what they will build for the rest of the team, and for the company.
We have the bla bla share, which is actually an intranet where everybody can
write, let everyone knows in the company
what they've been doing and there will be some pictures and everything.
We have lots of tools like this.
We have the bla bla parties; the bla bla times; we have the bla bla tour.
The bla bla tour is going on site and we meet lots of our members everywhere.
As of this summer we've done 80 dates throughout Europe and
beyond because we're also in India and Mexico.
And so we've been meeting hundreds, thousands of members through
the bla bla tour, and we communicated with our community.
So communication is the heart of what we've built because the company is and
the concept is based on people.
>> Yes indeed.
A company is based on people.
And in practice, as Frederick explains these voice manifests itself in a variety
of ways through obvious channels such as official press releases and statements.
But also indirectly to the values that are embodied by members of your organization.
What you say about your company is one thing.
How you say it is another.
But to whom you say it is just as important.
Communication being a two way street, audience is a critical component to
consider when delivering messages and sharing ideas.
Communication is also incremental at Coursera
though in a different way from what it is at Publicis Group for example.
Daphne will now explain the specific role of communication
in delivering online courses.
>> Education is all about communication.
Communication of ideas from the instructor to the learners.
And their ability to also connect with each other.
And internalizing these concepts as we transform education from its traditional
model which has typically been the lecture in the classroom, the sage on the stage.
What we really needed to do was think about a different type of communication.
One that is much more learner centric.
Our learners are much more different than traditional college students and
traditional college students are, shall we say, a captive audience.
They are there because they have to be,
because they have to get their degree in order to be successful.
Our learners are volunteer learners, and if we do not provide them
the value that they need, they will just walk away, even in the middle of a course.
And so we needed to develop a whole new form of pedagogy, a whole new form of
teaching, that would engage these learners and make sure that they
immediately see and continue to see the value in the learning that we offer them.
And so that's something that we're constantly thinking,
we're constantly revising this notion of learner centered teaching.
>> The CEO of your organization may communicate certain things in one way to
the press and in other to the staff or unions or to the Board.
Does this mean your CEO is a liar or manipulator?
Of course not.
As you saw in working on the risks of being too genuine in our previous mook,
leaders must craft their communication with care and hold back when their words
might negatively effect the situation or person or when the timing is not right.
Impact and influence come with understanding what is most relevant
at a given time and for the people you are exchanging with.
As a talented leader, you need to select and
associate the words that correspond to the genuine and
relevant information that is required at a particular time.
The information and image you project as a genuine leader,
will always however be true to the values of your organization, group, or family.
If you look at communication in your family, or
in an association it is also clear that transparency and
openness make the success of interaction with respect and understanding.
The same skills of empathy, listening, and
attention with observing that we saw as critical in your personal
leadership skill set, apply here for the group to make progress happen.
So now it's your time to reflect on the type of communication you use in
a company, a family, or association that you have chosen to work on
in this book and answer the following questions for your next assignment.
Once this work is done we will carry on by looking at the dangers and
excesses of transparency, the risks attached to being too open so
you can set limits for yourself and keep that balance between structure and
freedom as we saw earlier in this module.
What tools do you use to facilitate communication in your group?
When do you speak your mind?
When don't you speak your mind?
And on a scale of one to ten, how easy is it to communicate openly?
One being it's impossible, ten being it's always easy.
How many secrets do you keep inside your group?
How often do you lie?
What takeaway do you draw from Daphne Koller's feedback?
What takeaway do you draw from Frederick Mazzella's feedback?
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