This content may be of interest to you
Resources
As part of the implementation of a new strategic plan in 2020, we wanted to address managerial dynamics. We therefore carried out a full diagnostic with the company's top 20, to reveal existing characteristics, identify our pillars and map the 3 major markers of OPEN culture:
That's how we came to identify 4 priority areas to work on in order to create a managerial culture that promotes performance and commitment:
1. Feedback
2. Trust
3. Leadership
4. Vision and action plan
We began by deploying the solution to the Comex to create buy-in and reinforce our message to teams. Then we proceeded in layers: extended to the top 40, then opened up to all managers. Today, 350 people have been trained in Feedback, which is our fundamental tool, available to everyone, regardless of their job or specific development objectives.
What was very important to us was to avoid conceptual and theoretical at all costs, preferring anchoring and actionability. We needed OPEN employees to feel understood and helped, not slowed down by inspiring but inapplicable training.
The distance learning format also lends itself very well to our operation, since we are present in 15 cities in France, and there has been a great deal of support for the short, online format.
Right from the start, we were involved in a process of co-construction with the NUMA team, who immediately had the right attitude, agility and ability to listen to our needs. We also liked the pragmatic approach, reinforced by the fact that we had a contact person from start to finish (in this case Claudio) who followed the project closely.
Together with the General Manager, we took part in the launch of each promo, to say a few introductory words and outline the overall initiative, but also to engage the participants. Then we called on our internal contacts: managers, HR, etc. We also made a point of issuing personalized booklets at the end of each completed theme, for the symbolism it represents and to re-engage them for future modules.
Thanks to these initiatives, participants became aware that their individual and collective development was a concern for the company, and took ownership of the system.
The fact of taking the time to share in plenary sessions, and the role played by the coach in this by being the guarantor of benevolent exchanges, but also by seeking out participants who are sometimes more in the background to get them involved. Generally speaking, the NUMA coaches are of a very high quality, and the fact that they follow a continuous class has a positive impact on the nature of the exchanges. The training is practical, which in a sequence of 3-4 workshops is key to being able to test methods during and between sessions.
Feedback has left its mark at OPEN and is now anchored in its broadest sense, that of listening and questioning. The Trust module has also been widely deployed, notably because it helps to anchor Feedback over time and to deepen certain aspects of performance management.
It's a long-term, cyclical process, so we're not quite there yet. On the other hand, we have trained all our current first-time managers and are now entering a deployment phase, with each new manager joining the course. To move to the next level, we aim to anchor these practices, which are constantly being renewed and developed.
Several options are being studied, including :
Move towards an "à la carte" mode , by making a catalog available from which everyone can choose a few skills to develop each year.
Codev for top management: to increase decompartmentalization and listening on a voluntary basis.
Per year
Program
Average satisfaction
As part of the implementation of a new strategic plan in 2020, we wanted to address managerial dynamics. We therefore carried out a full diagnostic with the company's top 20, to reveal existing characteristics, identify our pillars and map the 3 major markers of OPEN culture:
That's how we came to identify 4 priority areas to work on in order to create a managerial culture that promotes performance and commitment:
1. Feedback
2. Trust
3. Leadership
4. Vision and action plan
We began by deploying the solution to the Comex to create buy-in and reinforce our message to teams. Then we proceeded in layers: extended to the top 40, then opened up to all managers. Today, 350 people have been trained in Feedback, which is our fundamental tool, available to everyone, regardless of their job or specific development objectives.
What was very important to us was to avoid conceptual and theoretical at all costs, preferring anchoring and actionability. We needed OPEN employees to feel understood and helped, not slowed down by inspiring but inapplicable training.
The distance learning format also lends itself very well to our operation, since we are present in 15 cities in France, and there has been a great deal of support for the short, online format.
Right from the start, we were involved in a process of co-construction with the NUMA team, who immediately had the right attitude, agility and ability to listen to our needs. We also liked the pragmatic approach, reinforced by the fact that we had a contact person from start to finish (in this case Claudio) who followed the project closely.
Together with the General Manager, we took part in the launch of each promo, to say a few introductory words and outline the overall initiative, but also to engage the participants. Then we called on our internal contacts: managers, HR, etc. We also made a point of issuing personalized booklets at the end of each completed theme, for the symbolism it represents and to re-engage them for future modules.
Thanks to these initiatives, participants became aware that their individual and collective development was a concern for the company, and took ownership of the system.
The fact of taking the time to share in plenary sessions, and the role played by the coach in this by being the guarantor of benevolent exchanges, but also by seeking out participants who are sometimes more in the background to get them involved. Generally speaking, the NUMA coaches are of a very high quality, and the fact that they follow a continuous class has a positive impact on the nature of the exchanges. The training is practical, which in a sequence of 3-4 workshops is key to being able to test methods during and between sessions.
Feedback has left its mark at OPEN and is now anchored in its broadest sense, that of listening and questioning. The Trust module has also been widely deployed, notably because it helps to anchor Feedback over time and to deepen certain aspects of performance management.
It's a long-term, cyclical process, so we're not quite there yet. On the other hand, we have trained all our current first-time managers and are now entering a deployment phase, with each new manager joining the course. To move to the next level, we aim to anchor these practices, which are constantly being renewed and developed.
Several options are being studied, including :
Move towards an "à la carte" mode , by making a catalog available from which everyone can choose a few skills to develop each year.
Codev for top management: to increase decompartmentalization and listening on a voluntary basis.
Discover all our courses and workshops to address the most critical management and leadership challenges.
Quality certification has been awarded for the following category of actions: TRAINING INITIATIVES
Training organisation registered under the number 11755339875. This registration does not imply state approval.
.svg)
.png){kind=small}
.png){kind=small}
