Self-development & Company's role

Happiness at work is a trendy subject ! And also an important one. But I think, sometimes we loose the north star. This is my 7-year-work-experience humble opinion.

The point of this post is to say 2 things. The first is that you should not expect the company to develop you. The 2nd is to help the company develop you. I confirm that I write this post with a coffee in my hand and not a glass of wine.

I want to write avec #talent #meaning #selfdevelopment #trust #millenials #motivation@work

This post in important to me because I am emotional and pragmatic. I also like to feel at the right place doing the right thing for me and the collective. Some could summarize this with sentences like "I need to make an impact" (please watch the Simon Sinek video below. I love the guy speeches!), "feel like my actions have sense & meaning".

Self-development :

So, to me all these ring with development.

What about 70-20-10 ?

• I agree that 70% of your development should come from ourselves.

• 20% should come from observation and working with others.

• 10% from training that your company could provide for instance. On this one you need to ask them directly and talk proactively to your managers.

I believe that to be motivated on the long-term and make smart decision within a context, we need to do it from a self-decision making. Because we trust it. We are convinced.

That is why I have started the post mentioning that people should not wait from a company to develop themselves.

What about Human Ressources department then...and Management ?

I think they have a massive role today. And to be honest I think there is a lot to do in this area.

To me we need trust and responsibilities before CHO (Chief Happyness Officers).

A lot of books and news have been published recently about the new management.

I want to talk to you about the FAVI company where this kind of management have been successfully put in place in the 80's. FAVI S.A. is a French SME of 400 people specializing in gearboxes for cars and copper rotors. She is famous for applying a particular philosophy of management, type released company, initiated in the 1980s by its general manager, Jean-François Zobrist.

I had recently the opportunity to hear him talk about his experience and I think it is worth listening. I invite you to watch the video below.

Also, you will find here 2 sentences that talks to me.

" Le management est une forme de laisser faire pour faire en sorte que les choses se fassent d’elles-mêmes. "Jean-François Zobrist

" Le bonheur au travail c’est savoir pour quoi et pour qui on travaille. Et être libre du comment. " Jean-François Zobrist

In short, here are the 6 main elements for success in management :

1. Trust pays more than control

2. Those who do are those who know

3. The WHY overrides the HOW

4. Define an area of ​​freedom and solidarity

5. There is no performance if there is no solidarity

6. Assure the present but also prepare the future

We must replace small leaders by true leaders who must have and share a vision that the team is implementing.

And here is the role of the company for me. This is where I agree with the author of the book "Happy RH" which follows her experience of Chief Happiness Officer, Laurence Vanhée. For her, the quality of life in the workplace passes first by exemplary leaders and managers : "We must replace small leaders by true leaders who must have and share a vision that the team is implementing. The role of leaders is to remove the obstacles that can hinder the work of employees (...) It is in a dynamic of co-creation and trust where the little leader was in control and command. Anyone who lives or has lived in a business knows full well that well-being comes very often from the human quality of management. On the contrary, it suffices for a bloated ego, a permanent irascible, even a compulsively obsessed work to quickly contaminate the strata of a team. If companies attack more vigorously the psychopathic and harassing deviances of some leaders, the role of CHO would be superfluous.

So yes, being happy at work is not being able to play ping-pong with our colleagues.

In one of my former company, a whole team of people between mostly 25 and 33 year-old left while taking economic restructuration opportunity. Then top management did not mention a look at the situation but the fact that this group was made of "millenials" thus it was normal that they would leave because it is in their genes to be short-term vision.

Yes the system changed. The work life expectations have changed. And it is not the companies' fault. However, they have a role to play.

And I leave you listen to the 15-minute-speech of Simon Sinek here.

Inspirational sources :

A somewhat provoking book inviting to differentiate between the work (pointing, following procedures and being directed) and the work, which consists in adding an emotional added value that is difficult or even non-quantifiable. Which makes you an irreplaceable link in the chain. Delicious, easy to read and entertaining, though sometimes a bit long.

Êtes-vous indispensable ?: Libérez le linchpin qui est en vous...