3 - The Generous organization and its limitations

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HEC Paris

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課程 3（共 4 門，Specialization Inspirational Leadership: Leading with Sense）

This course is the last course of the a Specialization on Leadership called “Inspirational Leadership: Leading with Sense”, so you may want to take the courses “Building Your Leadership Skills” and “Giving Sense to your Leadership Experience” prior of taking this course. In this course you’ll get the opportunity to apply the skills learned in the first two courses of the “Inspirational Leadership: Leading with Sense” as an individual to a group setting. The group could not only be an organization such as a company or a team in a company, but also a private group such as your family or an association. Specifically, you’ll apply the 4 steps of The Savoir-Relier protocol to your group: 1. defining the group identity by working on the group self-awareness, 2. creating quality relationships within the group, 3. working on resilience for the group to then be able to overcome difficult situation and 4. Making the organization grow by creating sense and meaning. So if you want your group to grow as a successful leader in its fields, if you want to find your identity as a group and create shared values for it, or if you want your group to become more resilient in face of change and crisis, this course is made for you! Finally, at the end of the course, you would have build sense for your group in order to be more efficient. Using real-life cases you will see how the genuine, generous and generative characteristics apply to the development of successful organizations. For example, you will apply the Relational Circuit to recruit effectively, or the Self-Portrait and Conversation exercises to create team cohesion and resilience to overcome crises and interpersonal conflicts. You will be able to form trustworthy relationships in spite of diverging or different views, and you will grow respect in your environment where sense will be a driver for you and your surrounding. Leaders from different organizations, will share with you their insights about how they have applied the Savoir-Relier approach to their company and how it has made the company more resilience and competitive.

從本節課中

Building quality relationships in the organization

With this module, you will master your capacity to use communication effectively and value diversity. You will facilitate the development and growth of a group or company project thanks to quality, i.e. trustworthy, genuine and generous relationships.

3 - The Generous organization and its limitations5:44

4 - Valuing diversity with the conversation6:34

5 - Building quality relationships & Making decisions10:09

與講師見面

Valérie Gauthier
Associate Professor, HEC Paris

[MUSIC]

The second of pillar of Savoir Relier moves the circle of

relationships from genuine to the generous organization.

Coursera embodies those two pillars and a third one as we will see later.

Daphne will tell us how the company relies on values of transparency in sharing

in the way it operates inside and outside the organization.

>> When one is a member of a mission driven organization like Coursera,

it's really important that we each and

everyone live the values that we try to embody as an organization.

We're all about providing something to people who don't have opportunities,

giving them access to the kind of education that the vast majority of

them would never have had access to in any other form within their lifetime.

But in order for us to really execute on that every single person here at

the company needs to also internalize and live those values.

And so what we try internally, as well as externally, is to be genuine,

to be authentic in our wish to provide something to people.

Be, have tremendous amounts of integrity in how we deal with our partners,

with our learners and with our teammates.

And I don't think we can be successful without living those values.

>> I would like to insist on this very important message

that Daphne is sharing with you.

At Coursera, being genuine and

generous lies in the capacity of the company to deliver to walk the talk.

To be true to values that rely on transparency and integrity.

To give open and

free access to quality education to a large number of people, like you.

All the words spoken are important here.

Can you tell what all those keywords are?

Transparency, integrity, to give,

open, free, quality, large.

Each of those seven words are key including both quality and

quantity or outreach.

This is how you can access courses and learn from the top institutions,

some of the content, research, ideas and knowledge that

will help you grow as a person as you're doing with our leadership specialization.

Now try to answer these two questions.

Why are those values so important to run a company like Coursera?

Why is being genuine and generous an asset for

a company that seeks leadership in today's world?

Being more transparent increases fluidity in a communication and

makes you feel better, indeed.

You have experienced this in your conversations, I'm sure.

Well it's just the same at the group level.

And being engaged, giving, and being generous, implies commitment and

a sense of fulfillment that transforms your relationship

to your work environment and to make it better.

Of course as you'll see this does not mean accepting everything or

just being nice all the time.

And if you are to transpose these values to another environments,

say an association or a family, would you say they apply the same way?

Are the relationships in your family along the lines of generosity?

Yes, it's often the case that in families we tend to be more naturally giving and

caring because of our blood ties and all the shared moments that create bonds.

This is what I have seen in my experience with leadership programs using

the Savoir Relier approach with hundreds of people,

guiding them in their leadership development.

Be it in a business or

an educational environment, the one element that always comes back

in the introspection phase reflecting on relationships is the family ties.

From people looking back on their lives and feeling they have not given enough

to their children or fighting for work life balance.

And feeling guilty about not giving enough energy or facing a family life that

is not fulfilling because the quality of the relationship is not there.

Generosity for an organization comes with time management and

the awareness that you have grown with introspection as we saw previously.

The point is that there are 24 hours in a day.

No more.

And that being generous does not mean giving everything to others.

You also have to think about yourself

in this dynamic ecosystem that you are a part of.

Being selfish and taking good care of yourself is sometimes critical

in leading a group or an organization.

Balance is a key point again and again.

And there is no recipe here.

Because everyone has his or her own limits.

And it is knowing and relying on every member of the organization for

who he or she is and

with respect that the organization will thrive and overcome crisis.

As we will see later with resilience.

So the Savoir Relier organization will rely on a wide range of people,

respecting and valuing each of its members, as we will now see.

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