1. Journey to Conscious Leadership Final session
February 22nd 2017, Vlerick Business School Brussels

2. Agenda of this session Welcome What impulses did you get?
Getting down to work (Laurent Ledoux)
Discussions
BREAK
Getting down to work
Pro Action Café
Harvesting & Closing

3. Looking back Jacques Crahay CEO of Cosucra
Laurent Ledoux
Jacques Crahay CEO of Cosucra
Jean-Michel & Anais Lehembre Current and future CEO of CVP Packagin
Katlyn Colman Managing Director Wit-Gele Kruis
Thomas Van Craen Managing Director Triodos Bank Belgium

4. Getting down to work Purpose consciousness Bio/tech consciousness
Human
dynamics
consciousness

5. Getting to Work

6. Purpose & Respect for intrinsic equality
Getz
Laloux
Human dynamics
Purpose & Respect for intrinsic equality
Progress & Wholeness
Trust & Autonomy

7. High level activities to reinvent/liberate organizations
Diagnose the system
Mobilize the system
Diagnose
Mobilize
See yourself as a system
Deploy yourself
Socratic dialogue
You
Source: “Leadership without easy answers”, by Ronald Heifetz

8. The actions described hereafter do not represent a standard sequence
The actions described hereafter do not represent a standard sequence. There is no standard approach to “free” an organization.
The mix of actions include strategic, political, cultural and personal actions.
Due to the nature of the organizations I managed, the importance of actions related to political issues might be greater than in other organizations.

9. Listen to your liberating question1
Listen to your liberating question
Do I really want this? Why?
What is the impact of my organization on society? Is it aligned with my life’s goal(s) & values?

10. Name your unspeakable loyalties1
Name your unspeakable loyalties

11. Get off the dance floor & on the balcony2
Get off the dance floor &
on the balcony
What’s going on in my organization? Who are my allies/opponents (internal & external) on this path?

12. Listen to the song beneath the words3
Listen to the song beneath the words

13. “Do the pizza”: diagnose the political landscape4
“Do the pizza”: diagnose the political landscape

14. Diagnose the political landscape4
Diagnose the political landscape

15. Idem for opponents, authorities, casualties, dissenters,…4
Worksheet for allies…
Idem for opponents, authorities, casualties, dissenters,…

16. 4
Worksheets
Opponents
Authorities
Casualties
Dissenters

17. 5
Build your coalition
Put aside your direct reports who are not ready

18. Start to name the elephant(s) in the room6
Start to name the elephant(s) in the room
Make a few symbolic
acts but don’t reveal
the whole game

19. Start involving all levels in strategic reflection & decision-making7
Start involving all levels in strategic reflection & decision-making

20. Get ahead with those are most motivated8
Get ahead with those are most motivated

21. Let people move with their feets9
Let people move with their feets

22. Start breaking down walls & eliminating “rules”10
Start breaking down walls & eliminating “rules”
(allow for opt-outs)

23. Orchestrate the conflict…11
Orchestrate the conflict…

24. … while protecting the weak and the voices of dissent11
… while protecting the weak and the voices of dissent

25. Regulate the heat & modulate the stress12
Regulate the heat & modulate the stress

26. 12
Regulate the heat

27. Watch your language Language Relationship to People “Life is great”13
The 5 stages of culture
Language
Relationship to People 5
“Life is great”
Team
“We’re great” 4
Stable partnership
“I’m great”
Personal domination 3
“My life sucks”
Separate 2 1
“Life sucks” 3
Alienated
49% 2 4
25%
22%
From “Tribal leadership” by Logan, King & Fischer-Wright, 2008; adapted by Ledoux 1 2% 5 2%

28. …until you start getting results14
Stay under the radar…
…until you start getting results

29. Set up a “board of critical friends”
Listen to the voices of dissent 15
Set up a “board of critical friends” ?
Antoine Frerot
(Veolia Environnement)

30. Build up coalitions Public Non- Privé marchand 16
2 conditions of responsibility:
Inscription of corporates in a history: possibility to define acts in the past that need to be acknowledged in the present in order to allow a future; requires an order made of memory, promesses, permanency and identification of subjects through time;
Inscription in a given environment (milieu) in which a relationship with others can be established.
This is exactly what is denied when we limit a company’s objective to the maximization of the shareholders’ value.
Khan: responsibility presupposes liberty.
Non-
marchand
Privé

31. de territoire Build up coalitons Engage into ISO 26000 ?16
Engage into ISO 26000
de territoire ?
Hervé Defalvard
(Resolis.org)

32. “pacte d’entreprise” Tie your hands Sign a ? Daniel Hurstel 17
(“Homme, Entreprise, Société”)

33. 18
Inner work
Letting go & serving

34. Let the effect impose itself18
Let the effect impose itself
Let go

35. 19
Learn daily
to ride your elephant

36. My leadership style (Hay)
Grow 20
My leadership style (Hay)
2009
2011
Résultats en centiles
Perfect
executioner
Directive
Motivating
Friendly
Democratic
“Grower”

37. My former BU’s work climate (Hay)
Grow 20
My former BU’s work climate (Hay)
Clarity
Proudness
Progress
2011
Autonomy
Excellence
2009
2007
2007
Recognition

38. Getting down to work Inspirations AUGENHÖHE Journey
Portrait of 6 companies
(German with subtitles in EN, FR, NL)
Portrait of 2 x 5 companies
(German with subtitles in EN)

39. Getting down to work Inspirations
Le bonheur au travail Mein wunderbarer Arbeitsplatz
(ARTE documentation 2014 in FR, DE)
Zo werkt het niet
(Canvas documentation 2014 in NL)