Culture and Leadership
"Leadership and culture are two sides of the same coin." Edgar H. Schein
Often, in peoples' minds, leadership equates with a mastery of pertinent skills or evokes the mythical figure of a lonesome visionary. Ultimately, leadership is a conscious decision and above all a gamble on the future. We must reject the status quo in order to alter the course of events and we must take our share of responsibility for the consequences of our choices.
At Sage Consulting, we believe that leadership must be an answer, both individual and collective, to complex problem and adaptation issues.
We therefore approach leadership issues more as learning and adaptation challenges than as a set of skills to cultivate. Experience has taught us that these challenges were closely related to the maturity of the persons, to the corporate culture and environment.
We do not sell culture change programs. Strategy to change culture is not a tool or a method, it’s a way of thinking about organization.
Our method to develop leadership? It all goes back to who you are? Where you want to go? What needs to change? And the context in which the change will unfold.
Our models and tools are robust and have been validated in the field, but we never confuse ends and means. We’ve learned to challenge initial requests too often influenced by the latest corporate development fad. Our interventions are closely connected to the concrete challenges your organisation faces, in order to raise the level of awareness and develop leadership among your teams.
Paternalistic leadership is over. The hierarchical leadership model that still prevails in most organizations had its day but it’s less and less adapted to the complex and uncertain world
we live in.
Leadership is not a proof of superiority, a position or the mastery of a set of particular skills. It’s an act of lucidity,
of responsibility and of commitment to the future.
Leadership is not a theory. It’s a real issue, rooted in
an organization’s challenges and environment.
For people to develop and organization to transform, its culture must evolve. Identity is to a person what culture is to an organization. Many cultures have become defensive and restrain the learning and adaptation capabilities.
We believe that everybody can demonstrate leadership.
The key to change is within the organization and between its people. Leadership change the conversations from the expected course of events. Our interventions aim to affect the nature of the daily interactions that make up an organization’s culture.
learning and Transformation
The success of a transformation has little to do with a methodology or a particular technique. That’s why we focus primarily on the process and its impact. We review and adapt our interventions by regularly asking ourselves these questions:
Did the intervention
- 01Get the organisation on a roll and engage people?
- 02Focus on critical issues?
- 03Contribute to the sharing of relevant information?
- 04Contribute to a constructive climate that helps to raise awareness and nurture risk taking necessary to meaningful learning experiences and effective actions?
Ultimately, if the answer to these questions is negative, we will question the opportunity of our intervention.
No sustainable organizational transformation without actual individual transformation.
"Courage Is Like Love: It Must Have Hope to Nourish It." Gordon Livingston
We put people at the centre of their learning experience by helping them develop reference frameworks and build a repertoire of flexible and nuanced actions, better suited to their environment.
We do not claim to hold the monopoly on solutions for our clients. We believe that learning and transformation in the 21st century consist of:
Developing critical thinking regarding your trade, business environment and society as a whole
Reflecting on fundamental issues: cooperation, performance, mobilisation, innovation, values, mission, clients, and sustainability; proposing methods for exploring organisational issues in a new light; seizing opportunities, experimenting with innovative solutions, failing and learning.
Learning teamwork and collaboration
Sharing information and best practices; recognizing and promoting collaboration on value adding projects; developing a culture more open to
a global understanding of the world by focussing on common objectives, diversity and openness to others.
Being creative and innovative
Moving ideas forward and challenging the status quo in order to solve our society’s problems; knowing how to exploit organisational strengths and assets in order to generate new ideas, processes, products; creating original sharing tools serving as collective and individual means
Using new technologies
Understanding human, cultural and business issues driving information technologies; using all sorts of media to interact and collaborate with colleagues and staff; picking the right tools and apps for one’s business environment.
Being autonomous and accountable
Taking initiatives to develop and update mindset and behaviors; transferring knowledge in different situations; developing a personal learning model and successfully networking. Ultimately learn to overcome defensive routine to close the gap between what we say and what we do.