Chrystelle Cluzeau on LinkedIn: MU’s Leadership due diligence framework (2024)

Organisational values are critically important, of you don't talk 📢 about them every chance you get then the values in your organisation will be something you don't want!🚫 #values #culture #manycapsconsultinghttps://bit.ly/2GplB0p

Organisational values are critically important, of you don't talk 📢 about them every chance you get then the values in your organisation will be something you don't want!🚫 #values #culture #manycapsconsultinghttps://bit.ly/2GplB0p

#whychangeishard #changecanbeeasy #sharondrewmorgen #changefacilitation #brainchange #changefrombrain #avoidresistance #changewithoutresistance #avoidresistance #newchangeapproach #changemanagement There’s no reason to incur resistance during a change initiative. Read my article to learn about my Change Facilitation approach that focuses on inclusion from the very beginning. https://bit.ly/2G0vLrE

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🌟 Building Organisational Resilience Through Transformational Change 🚀Join us in our latest case study as we reveal the positive organisational transformation for the Solicitors Disciplinary Tribunal. Working across the whole organisation, we were engaged to address significant organisational challenges.Please read about the journey and be inspired by the key insights we have gained on this interesting piece of work. 📈🔗 https://bit.ly/49fK84s#OrganisationalChange #TransformationalLeadership #CaseStudy #BusinessPsychology #Resilience #changemanagement

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The company does not care about you. Its the people in the company that care about you. A company does not have emotions, its the people in the company who have emotions. A company does not have values. Its the people in the company who have values. When a large number of people in the company believe in the same thing, act in the same way, the collective nature can be clubbed as a company belief or company culture. The behaviour of each individual matters. Have seen 3 things that make this work well:1. Hire folks who believe and have similar values to what the organization has or desires. Much easier to make things happen when this is in place vs hiring only for skills and experience and hoping that the values can be super imposed. Its the other way around. Values are in the DNA - cant change. Skills are like clothes. Can be changed. 2. Do not tolerate it when folks dont exhibit the right behaviours aligned to the values - particularly at the top levels. Its like the broken windows theory which states that visible signs of crime creates an environment that encourages further crime. Same for values and behaviours. If deviations are tolerated, they tell the rest of the organization its ok to deviate and that has a massive impact. Nipping deviations in the bud has the same and positive impact. 3. Appreciate those that truly live the behaviours and go above and beyond in their line of duty. There are always people like this in organisations. True heroes. Appreciating them not only motivates them but also sends strong signals to the organization on what the true north star of living the values through behavior really means and will prompt folks to do more on a foundation of trust and confidence that what they are doing is right.

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How (And Why) I Created A Culture Of Trust https://bit.ly/3ucvniP #teambuilding #strategicplanning #trust #performancemanagement #companyculture #retention #pandlmanagement

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Our key role is simplifying and streamlining the legals/accounting side of selling businesses to an Employee Ownership Trust....but..."There's nowt as strange as folk!"The people side is a whole separate beast!Systemising changing mindsets of founders/employees is trickier!Everyone has different desires/fears😲🤑😵😡🤓🤡Going EO is a big culture change. It won't be plain sailing, despite what some PR pieces you may read suggest!This is where it helps to have a great "soft skills" adviser on board, with experience helping companies transition to employee ownership.Do you have a suitable coach? Can they help you through this?If not, give real thought to your independent trustee. There are plenty of folks out there with lots of experience of EO. Don't underestimate how much value they can add! Sadly real expertise is often only brought in after the horse has bolted! 😬#EmployeeOwned #IndependentTrustee #CultureChange

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Insights from Dialogues: Victimhood and Its Operational Implications. The dialogue between Douglas Murray and Vivek Ramaswamy on the topics of Victimhood, Resentment, and Societal Shifts provided noteworthy insights that can be applied beyond societal trends and to organisational operations. ✔︎ Eliminating Victimhood Culture in the Workplace: Organisations must foster a culture of personal responsibility. Empowerment and accountability ought to replace blame shifts. This generates positive responses from teams. ✔︎ Replacing Victim Narratives with Achievements: Workplaces should value and highlight achievements, fostering personal growth. Victim narratives have no place within cohesive and motivated teams. ✔︎ Emphasising Accountability in Leadership: It is crucial for leaders to contribute to an environment that discourages victimhood narratives. Individual choices play a significant role in shaping this culture. ✔︎ Fostering Personal Responsibility: An ethos founded on personal responsibility and resilience is bound to spread and strengthen teams. Overcoming phases of victimhood is instrumental in this process. ✔︎ Learning from History and Philosophy: Turning to eminent figures such as Friedrich Nietzsche provides historical wisdom beneficial for shaping socially robust and operationally sound teams. Cultures plagued with entitlement narratives result in productivity drops. Conversely, cultures steeped in responsibility, leadership, and teamwork pave the way for thriving operations. Reconsider these principles within the context of daily operations and strategic plans. The cultivation of a resilient professional environment is a collective endeavour. Interested to hear thoughts and perspectives on this issue.

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How should we measure success? To change the culture of an organisation, should we be redefining what success looks like? CEO Karen Bexley discusses this concept in her latest article and why at Bexley Beaumont lawyers have control and autonomy defining their own measure of success #BoutiqueLawFirm #CultureShift #TeamCulture #MeasuringSuccess

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During a restructuring, rumors spread and fear takes hold. You can reduce the turmoil by finding ways to inform, empower, and inspire employees. #businessandmanagement #costreduction