[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.