Jerome Urvoas - La confiance, la clé d’une équipe agile performante (FR)

[00:00:06] Come on. Here we go.
[00:00:10] Hello everyone. So I'm Jérôme Envoi, I'm delighted to be among you. And what am I going to talk to you about? I'm going to talk to you about trust. And I'm going to share with you a conviction, for me, trust is the means, it's a key, so to develop a high-performing team, a prerequisite.
[00:00:30] So first of all, thank you to the sponsors and especially to the organizers of Flocon who concocted this super event, and I propose we applaud them!
[00:00:45] Come on, that's done, we're awake.
[00:00:49] Uh, we're going to start with a riddle. Do you recognize this gentleman?
[00:00:57] I see there are sailors. Eric Tabarly. Yes. So Eric Tabarly is a great man, so in terms of navigation. So, he is known for the dimensions of everything that is solo navigation. But what some people don't know is that he was someone who had the faculty to bring all his crews very, very high and further. And there is a quote from this gentleman that I really like. Trust is a major element, without it no project succeeds. And I share this conviction with Eric Tabarly.
[00:01:33] So, before going a little further, who am I? For you, to know where I am speaking from. So I am Jérôme Envoise, I am the coaching manager at Electra. So, well, Electra, I'll tell you about it right after, very quickly. Uh, it's been now 16, 17 years that I've been involved in agile transformations, at the beginning out of conviction as a manager. And for about ten years now, agile coaching, and we've evolved towards organizational coaching, pro coaching, and for 6-7 years, we've had a dedicated team at Electra. Very small. You might come across Nicolas and Silvia who are in the team on the site. Uh, Electra, who knows Electra in the room? Apart from Pascal.
[00:02:17] Yes.
[00:02:19] What could you tell me about Electra?
[00:02:22] Electronic clothing.
[00:02:25] Yes. So Electra, we are a publisher of, a publisher, not just a publisher, so we design, we develop and we manufacture technological solutions for everything that is flexible textiles and materials. So for fashion, for furnishings and for the automotive industry.
[00:02:40] Who has a car in the room?
[00:02:44] Okay. Well, half of you have a car with an airbag that was cut with Electra technology. And who has clothes on him today?
[00:02:54] Yes.
[00:02:56] So you should know that today in the world, there is more than one in four garments that involves either software or Electra machines in its design or its realization. So we just bought our main competitor, we are number one worldwide, we just bought our American competitor. There you go, and we're in Sestas. If you are looking for a job, you love the beach, and we recruit all types of profiles.
[00:03:17] Trust. So what am I going to talk to you about today? One prerequisite to overcome.
[00:03:25] Two big types of trust that I will share with you.
[00:03:29] Three good reasons to develop it.
[00:03:33] Four concepts that I consider essential on the subject. So it's me, it's not the absolute truth, it's my point of view. And as a bonus, I'm going to give you five fundamentals to build relationships of trust, and the last bonus I'll give you is six levers to develop trust within an organization. And you'll leave with all that.
[00:03:54] If I keep to the timing.
[00:03:58] First prerequisite for me is fundamental.
[00:04:03] Uh, we've come out not so long ago from a major crisis, a societal crisis, the COVID, and there's a feeling that has been invited all over our society. So it's fear. So fear, and we've entered an area of uncertainty, with discomfort for everyone facing these changes that had to happen. It's the same thing in business. This notion of fear, it has a strong influence, it's what leads to not having psychological security. So the first invitation I would like to make to you is to trust and to start by knowing how to overcome your own fears. So overcoming your own fears is already identifying that fear is there and trying to take the step. So it's something that is essential. There. As long as there is fear, it's impossible to move forward in terms of trust and building relationships of trust. So we can go step by step, we'll see that.
[00:05:01] Okay, when we talk about trust, uh, often in the French language, so the words mean different things. Do you know how we translate fear, uh fear, trust, the lapsus is interesting, trust in English?
[00:05:18] Trust.
[00:05:18] Trust, yeah. There's another term.
[00:05:21] Confidence.
[00:05:22] Confidence, yes. I see that we have Anglophones in the room.
[00:05:29] So indeed, for the purpose, what I propose is to dissociate the notion of trust, and I will speak interpersonal, trust in the other, and a notion of organizational trust, and I will detail these concepts. So if I look in the dictionary, what does that mean?
[00:05:46] So confidence, therefore interpersonal, confidence with the other, spontaneous or acquired belief in the moral, emotional, professional value of another person, which makes one incapable of imagining from their part deceit, betrayal or incompetence. Wow. The second one is a lot simpler. So it's a feeling of security and harmony. And there, it's something that's super interesting, when you do transformation or transition, agile, I prefer the term transition to transformation, it's less traumatizing. Uh, and not in terms of vocabulary, in terms of experience, uh, and we'll come back to these notions.
[00:06:20] So two different trusts.
[00:06:24] Three good reasons to work on trust.
[00:06:29] Do you know this young girl?
[00:06:33] There's someone who knows her in the room now. What?
[00:06:39] Pascal knows this young girl, yes!
[00:06:44] So this young girl, it's my daughter. And she's her dad's pride. I'm sharing, she's an adult, I'm sharing the image with her authorization. Uh, so she's going to turn 19, but a year ago for her 18th birthday, we asked her, Olympe, her name is Olympe. Uh, what do you want for your birthday? She said, "Oh, nothing, I already have everything." I said, "But yes, think, don't you want a trip? If you don't want anything material, something experiential." Okay, well I'll think about it and come back. Three days later she came back, "Dad, that's it, I know what I want. I want to skydive." There. Uh, my wife, I won't even tell you.
[00:07:19] And uh, and uh, and it really surprised us. It surprised us. Why? Because she's a brilliant young girl, I'm not objective, I'm her dad, who experimented and others, but not reckless. So I would never have imagined that one day she would skydive.
[00:07:35] And for me, this outcome is a source of pride as a dad, it's a sign that she has confidence in herself, that's what allows at one point to overcome and to experiment. So. First interest of working on trust from an individual point of view when we develop individual trust, we can more easily take action and experiment. Come on, I'm starting the riddles again. Who is it?
[00:08:03] Volleyball.
[00:08:05] The French volleyball team, right after the final. You know we were Olympic champions? Of volleyball. I chose volleyball, I like it, I'm an old volleyball player, from the time I still had a knee. And uh, why am I showing you this image? So for those who followed the preparation of the French team. And even the first round of the tournament, well, they were playing like hell, they were losing match after match, nobody believed in it. From the round of 16, we said, it's already miraculous, they're going to make it out. And something happened. This team, as it played, gained confidence. Something was happening on the field. And this notion of trust, for me, is what allows, at the collective level, to progress and to improve.
[00:08:49] So the riddles are not necessarily from the simplest to the hardest. So do you recognize the person on the slide?
[00:09:02] Has anyone recognized him?
[00:09:05] It's an animal, it's good.
[00:09:09] A chameleon. Why did I put a chameleon?
[00:09:14] Because this notion, it's all about adaptation. I think if you want to have a change in an organization, this notion of organizational trust, of a climate of serenity, it's essential, it's what allows transformations, in any case it's a prerequisite. Without it, it's complicated to have a change.
[00:09:31] So here are three good reasons. That is, if you develop trust from an individual point of view, you will have people who will experiment more easily. Secondly, at the team level, they will progress, they will grow, they will improve in terms of performance. And the third, it will allow you, at the organizational level, to adapt more easily.
[00:09:50] After three, there are four. Something fundamental to know about trust.
[00:09:57] Come on. Do you recognize this gentleman?
[00:10:01] Lenin, Vladimir Ilyich Ulyanov. And what did this gentleman say? Trust does not exclude control.
[00:10:12] Well, it's nonsense! By its very essence, trust requires letting go. If you are always in control, there is no real trust, trust is a gamble. It requires at some point to let experimentation happen, if you are sure that it will happen, it's useless, it introduces a bias. There. Everything I say is not the truth, it's my point of view. It only commits me.
[00:10:42] Come on.
[00:10:45] In your opinion, to create a relationship of trust, or a climate of organizational trust, how long does it take?
[00:10:55] None.
[00:10:57] It's something that is given. Interesting. In your opinion?
[00:11:03] It's earned, it's given, it's earned. Yes. In your opinion?
[00:11:10] It's lost.
[00:11:12] And it's lost, is it lost quickly or not quickly?
[00:11:16] Very quickly.
[00:11:18] If it's lost, how is it earned? Is it earned quickly or not quickly?
[00:11:23] Slowly. Well, I propose a paradigm shift.
[00:11:28] We could agree with what you said. For me, it's not so much a matter of time as a matter of iteration.
[00:11:36] That is, if I take an experimentation, if you reproduce the same gesture, whether with your team, or in your family, or with your children. If you multiply these occurrences quickly, well, trust will be established much more quickly. And besides, that's why the agile way of working with short iterations is interesting. That is, if we come back to this notion, if every two weeks we have a success, that's great, that's how we're going to anchor trust. And then I agree with you. It only takes an instant, a moment, to destroy a relationship of trust. That's the subtlety and the difficulty of these relationships of trust. And for me, uh, trust, if I go back to the beginning, it's earned, it's given, it's built.
[00:12:17] It is built with two or more people within a team.
[00:12:25] Trust me. So there are people who could tell you, "Oh no, trust, you just have to decide." And you can give it unconditionally to anyone. But for me, blind trust doesn't exist. I have three children, so I'm going to quote the second one. The youngest is 7 years old. Well, he will be 7 years old in a month. So I'm a dad who pushes experimentation. But to go to the bakery, you have to cross a wood. So there's no road to cross. And uh, me, I wasn't doing it because I said to myself in a wood, it could be anything like that. And uh, my wife said, no, no, no, well, he wants to go, we're going to push him, so we're going to encourage him to do it. So the first time, he went, and my wife followed him into the woods. So at 5 meters. The second time, she stayed at the edge of the wood, she watched him cross the road.
[00:13:12] And now he goes to get the bread by himself. With his little coin, he's happy. Well, he buys bread I don't like, but that's another thing. There, we must encourage experimentation. So the idea is what I mean is that you have to go gradually.
[00:13:26] It's about going gradually, it's about analyzing the context. It's not about decreeing, pushing people in the back, "Go ahead, I trust you on this part." There's a dimension of danger, environment to explore first. There's necessarily a context to take into account. Come on, the fourth and I'll go back with a riddle, do you recognize this statue?
[00:13:48] So it's Rodin. Bravo. I highlight the positive part. So on, on that part. It's a statue of Rodin.
[00:13:58] So it's Galatea and Pygmalion. Do you know the legend of Galatea and Pygmalion?
[00:14:07] So Pygmalion was a sculptor. He set out to sculpt a very beautiful statue. She was so beautiful that he fell in love with her. And the gods had pity on him and so, because of that, gave life to Galatea. They lived a very beautiful love story, after that it ended badly, that's another thing. Well, why am I telling you about this?
[00:14:27] Uh, so this term Pygmalion, it has been reused in terms of psychology with a bunch of experimentation. So at the beginning it was on rats, and then they said, well it worked on rats, we're going to try on children. But the idea was to prove that the gaze, well the beliefs that we place on people can have an impact. What was the experiment? They took classes in somewhat difficult social environments, and they told the different teachers, they gave them cards with, "These are gifted and these have mediocre results." And they realized, although it was distributed in a completely random way. So the teachers really believed they had gifted students and really believed they had students in difficulty. Well, it had an influence on the grades of the students. That is, the beliefs you have, that you hold about people, have an impact. So if you trust people, if you believe they are capable, it has an impact on performance. So there, the idea is.
[00:15:27] So we're on the belief level, so we can't decide to look benevolently or anything, but the idea is to question your own beliefs. That is, when I look at someone saying he's not capable, well yes, it has an impact on his self-confidence, same thing for a team, same thing for an organization.
[00:15:44] Okay, that was for the very theoretical part.
[00:15:48] Now what I'm proposing to you is five fundamentals to build relationships of trust, so interpersonal relationships. So here are five tips I'm giving you.
[00:15:57] The first, what is it on the drawing?
[00:16:04] A key.
[00:16:05] Come on. There's a lock and a key. I suggest you remember the key, I'm going to propose a game to you.
[00:16:11] You most certainly have with you the keys, either to your apartment, to your hotel room, or perhaps to your car. I'm going to propose that you take them out and shake them.
[00:16:20] To make some noise.
[00:16:24] Attention, it's scientific, it's important to shake them.
[00:16:34] Come on.
[00:16:36] Young lady, you're a winner. Let's applaud her and come here! Yes, yes, yes, you, yes.
[00:16:47] Can I ask you to trust me with your keys?
[00:16:50] Thank you. You can sit down, I'll give them back to you in two weeks.
[00:16:56] So normally, at that moment, you ask yourself two questions. Was it apartment or car keys?
[00:17:00] House.
[00:17:00] House. At that moment, you ask yourself two questions.
[00:17:04] So the first one is how do I get home tonight or tomorrow. Okay. The second question you could ask yourself.
[00:17:14] Well, how can I do it? Because I'm going to give them back to you, well, if, because I'm a nice guy, so I'm going to give them back to you. The second question is why did I ask him for his keys?
[00:17:24] So it's the question of intention. Thank you, let's applaud her!
[00:17:31] It's the intention. So an invitation that I could make to you is to start with the intention, it's to share your intention clearly when you interact with a person.
[00:17:43] The second, so it's good to share your intention, but if you want to build a relationship of trust, well, you have to behave in a coherent way. You have to do what you said.
[00:17:53] Well, without that, after a while, we won't believe you anymore. Won't trust you anymore.
[00:17:58] So it's in your daily life, in your way of doing things, to be aligned with the intentions set.
[00:18:04] The third.
[00:18:07] Now I'm going to tell you a fictional anecdote. Let's imagine. I'm on a plane, in a small plane.
[00:18:15] And we're going to a conference. So I love going to conferences with Pascal who is in the room. Pascal is someone who is formidable. He is endowed with all the beautiful human qualities. So we take the plane, we take the plane. So we're just a few of us, we're seven or eight.
[00:18:29] So we spend a long time, we talk. And then it starts to get turbulent.
[00:18:33] Oh dear, it's starting to smell bad.
[00:18:37] Next to us, there's a gentleman, he's disgusting. He's disgusting! He's been drinking, he's pillaged the mini-bar. He starts to disrespect the flight attendant, he's detestable. He's the person I never want to see again.
[00:18:49] And then someone comes out of the cockpit, "Oh, the pilot had a heart attack."
[00:18:52] Small plane, there was only one pilot. It turns out that the gentleman who was disgusting, whom I hate, he's the pilot.
[00:19:01] And Pascal, whom I adore, he can't drive a plane, he can't pilot a plane. Who do you think I'm going to ask?
[00:19:07] And yet Pascal, he has very good intentions, he shares them every time. He behaves in a congruent way. Every time he does what he says. Who do I ask? Pascal? Or the naughty pilot?
[00:19:20] Well, yeah. I don't know, but I'll ask the naughty pilot. And even if he's drunk.
[00:19:27] So it raises the question of skills. If you want to build a relationship of trust, the person in front of you must be competent.
[00:19:39] Or vice versa, if she expects something from you, you have to develop those skills. He is a pilot. And Pascal, whom I adore, doesn't know how to drive a plane, doesn't know how to fly a plane. In your opinion, who should I ask? And yet Pascal has very good intentions, he shares every time. He behaves congruently, every time he does what he says. Who do I ask? Pascal or the mean pilot? Well, yeah, I don't know about you, but I ask the mean pilot, even if he's good.
[00:19:26] So that raises the question of skills. If you want to build a relationship of trust, then the person must be competent. Or vice-versa, if she expects something from you, you must develop her skills. Well, for about ten, or rather, for 15 years, I've been trying to develop my skills in agility, for about ten years in professional coaching, whether it's at the level of individuals, teams, and organizations. It's important for us to have trusting relationships.
[00:19:59] The fourth. Successes. Well, it's great, right? So if uh intention, so in effect, we're aligned with the intentions, we're super competent, but in the relationship or in the team, each time, we fail over and over. We go every time together with the best intentions and then we do but we go from failure to failure. Well, after a while, we won't trust anymore, we won't want to go together anymore. So it's important to be in a dynamic of success. We return to agility, but that's why we're going to look for small increments of value. That's what's important, that's what will allow us to fuel and build trust.
[00:20:37] I had talked about five and the last one, and it's often counter-intuitive in business. It's vulnerability. It's daring to say I don't know, I don't know how to do it, I'm not capable of doing it, I need help. Well, often at the team level, at the organizational level, and when you're a manager, it's complicated to say that. And yet, that's what fuels the relationship of trust. I don't know about you, but for me it's reassuring. Someone who always tells me 'I know how to do it' after a while, my level of trust is questioned. If I have someone who tells me 'no, I don't know how to do that' transparently, looking for another solution, that will strengthen this bond of trust.
[00:21:25] So in summary, building trust in a team, five levers. Attention, behavior, behaving in accordance with the stated intention, working, developing skills, entering into a logic of success, and daring vulnerability.
[00:21:45] With that, it allows you to build trusting relationships with others, with your team.
[00:21:53] You'll try it and then tell me if it works or not.
[00:21:57] OK. So I'm getting to the point about everything related to organization. So there, we're going to touch on the culture dimension, the team dimension. And what I propose to you is not five, but six levers to develop organizational trust. And maybe even at the end, I'll give you a bonus equation. That's for the math geeks.
[00:22:17] OK. Well, the first thing if you want to build trust within an organization, you need to have clear rules. So a framework. Well, okay, everyone will put it. What I'm telling you is that this framework, for me, it's essential to co-construct it, to co-elaborate it. So that the rules are clear and shared.
[00:22:38] There, examples, frameworks, we have plenty in agility. There's Scrum, it can be an in-house framework. Tomorrow you have Rachel who will speak, who comes from Spotify. Well, 8 years ago we did like everyone else. We did Spotify on that part. Kanban, Kanban, there are also a certain number of rules that are clear and shared. It can also be Safe for those who are fans. Well, I'm not a fan but I respect it. There are very good things in Safe and we can be inspired by it, which is what we do, or at least try to do. So a framework, these are shared rules of the game.
[00:23:16] So, concrete examples of frameworks, how we use it, how we implement it, well there's a practice that we had OTO help us with 6 or 7 years ago now, yeah 7 years I think. uh with a practice called Agile scoping. And the idea is at the beginning of each major project, we bring together all the stakeholders and over one day, two days, three days, however long it takes, we're going to do a team setup. We're going to revisit all the things. The challenges, the vision, the success criteria, the scope to be developed, risks and countermeasures, architecture, etcetera etcetera, responsibilities, but we do it together. And there it allows us to explain a rule of the game and a way of working. And I gave you another example, done in graphic facilitation, which is more about the functioning mode of a new team. We created an architecture team a few years ago, and I supported them in the team setup. There, these notions of co-constructed framework.
[00:24:14] First lever. Second objective. Well yes, if you want to create a climate of organizational trust, well then the objectives must be clear.
[00:24:23] And there too, in agility, we have plenty. So in Scrum, we'll talk about product goal, sprint goal, definition of done, that helps to clarify what the objective is to achieve. OKRs, of course.
[00:24:37] And uh more more interesting, there's Geoffre Gravo who is also here, so he's doing a conference on Accelerate. Accelerate, if you know the pattern, there are four key metrics that allow to focus the organization, or at least to have a clear rule. Which are all about delivery. It's not a presentation on Accelerate but. In any case, what's interesting is that for each of these practices, there are clear objectives that, for me, contribute to creating a climate of organizational trust.
[00:25:08] The third is recognition. So in a team, it's important to give signs of recognition.
[00:25:16] So giving signs of recognition, it's daily, it's feedback. Well, generally in France, we know how to say when it's not good.
[00:25:23] Well, the invitation here too is that every time it's good, and that's free. So don't hesitate to do it. So the invitation is to do it congruently. It's about demonstrating, 'OK, it's good because you did that.' Or if you want to give unconditional feedback, you can, it's always good. But it's good to link that to behaviors. So it can be through NVC, feedback wrap management 3.0, etcetera etcetera. Remuneration is not a bad word. But generally when there's a performance, it's good to acknowledge it, it can be bonuses, it can be raises, etcetera etcetera. But also uh recognition, and that's perhaps less intuitive, it's about trying to seek out and become aware of the needs of the people in the teams, of the different collaborators. And that requires, especially in terms of management, accepting the singularity of each person. We are not all motivated by the same thing. Well, recognizing a person means also recognizing their needs. And to recognize them, you need to know them first. So there, I've put a small example of a game that we've been using for 7 or 8 years, derived from management 3.0.
[00:26:37] So it's a small game that can be played by two or in a team on these parts, and what's very interesting is that it's a dynamic game.
[00:26:47] Recognition uh, so how did we concretely work on that at Electra? I have a conviction, many things go through management through exemplarity. So about ten years ago, we tried to build an R&D Electra management charter. We were already committed to everything related to the AG transition. And that's the result of what we produced. So we are, so it was produced over two workshops of short work sessions with about twenty R&D managers from that time. At the time there were fewer of us, you know. We were, I don't know, 180, today we are 500. Uh and so you'll see what's interesting is that in this charter we spontaneously find the notion of developing trust. And 10 years ago, I hadn't planned to give this conference.
[00:27:31] But the idea is to embody it in daily life. Fourth deliberation. Fourth lever. It's important and paramount to arrange spaces for deliberation.
[00:27:44] But that means times when people can assert their objections, their opinions, and that doesn't mean we take everything into account. But at least they can put it on the table and we can have a treatment. Well, the treatment can be the group discarding it. If it's the manager the cards. But at least it allows for a discussion and to motivate decisions. So these deliberation spaces are essential. Likewise, we'll find that, it's at the heart of all rituals. Deliberation space, we'll find them on Scrum dailies, we'll find them on Sprint reviews, we'll find them on Sprint planning, on Sprint retrospectives. But not only that. It's uh I'm a fan of visual management. So we went quite far at Electra, 7 or 8 years ago, for everything that's at scale, we developed a physical Obea concept, we dedicated a lot of space. The virtue I find in visual management is that it's something other than sticking Post-its on a board. It's about having the same representation of the situation, of the workflow, and detecting where there are problems. And what's important is to have an exchange, to allow the exchange around that, to more easily identify the problems and to be able to deliberate, to build a common reality. There, deliberation. And there are two things, so I mentioned four, the last two for me, they are even more important than the others.
[00:29:08] The first is taboos.
[00:29:13] For me, we must hunt down taboos. There's nothing worse than having a taboo. A taboo is what everyone knows but no one dares to say because we're not allowed to say it. That spoils a climate. We were talking earlier about psychological safety, about fear. The first treatment we can do is to name, to communicate these these these taboos. Agile transformation, the first ones I knew, the thing that was never said was what will become of the project managers, what will become of all the managers we have. We push self-organization, giving more responsibility to the product, to the PO, to the Scrum Master. Inevitably, something is happening in the power zone, there are people who will lose power. So that's a belief, because I think we can gain paradoxically. So there, the idea is to name these taboos and to be able to say OK, well tomorrow in the organization, there will be no more project manager. But on the other hand, rest assured, there will be arrangements made. Everyone, now that's the ideal case. Everyone will have a place. I have a chance in terms of context, which is that for 15 years globally, we have been growing.
[00:30:22] We didn't have to deal with it, even when it was the social plan crisis or something else. It's therefore comfortable in terms of transformation. We could debate because I think sometimes it can help to change when the context of an organization is under pressure. I'm not saying we should pressure people.
[00:30:39] Communication, confrontation and transparency. Perhaps some have read Patrick Lencioni's book on everything related to the five dysfunctions of a team. Developing a culture of confrontation and transparency is something essential, primordial. It is at this price that we establish a climate of trust because I know that when something goes wrong in the team, we will talk about it. There will be no taboo. We will put it on the table. As a coach, well, when you arrive at a team, it's named. Okay, I don't understand, everyone knows this but we don't talk about it. It's perhaps easier as an external coach than at the team level.
[00:31:15] So taboo.
[00:31:19] The last point, and we talk about it a lot. So as soon as we build a team, as soon as we are engaged in a transformation project, it's the vision.
[00:31:30] So the vision, that's what allows you to project yourself. And there too, what for me is essential, is uh often I'm confronted with people who tell me yeah in terms of vision, managers have to give the vision. No. Vision is not given. Vision is built. Vision is connected to meaning. Meaning is something that puts me in motion. So a vision, if you want people to appropriate it, but it's essential that they can place elements and find themselves in it. If it's the vision of a manager, then it won't work. At least, it can work with some people who share the same value system. But for everyone to appropriate it, it's essential that people find elements within it. It's interesting, just before we were at a workshop so uh, so the person who led the workshop is here, I greet him by the way. And we did a vision exercise, everyone brought material. And when we find ourselves in it, that's what makes us move.
[00:32:30] So what do we mean by vision? It can be a product vision. So it will be clear, shared with the entire team. If it's clear and shared, well then people, the people who contribute, whether it's dev, com, or whatever, it's easier locally to make the right decisions. It's easier to find meaning in your work. It's the same thing at the team level, when you create a team, to have an inspiring reason for being, with an embodied vision, well there's a form of pride. A form of trust that develops. So this notion of vision is paramount. You'll understand how I deal with this in my little equation.
[00:33:03] In summary. So six levers.
[00:33:06] So having a shared framework, clear objectives, giving signs of recognition, using it, abusing it, structured deliberation spaces where everyone has a say, having a co-constructed and shared vision, and banishing taboos.
[00:33:22] Because you've been studious and attentive, you're entitled to the bonus.
[00:33:29] A magic formula to gain perspective.
[00:33:34] Well, it's not magic. There, it's just an aid to stepping back. Like all models, like all formulas, like all frameworks, they are false. But they can be helped.
[00:33:47] So what I propose to you and boom, this formula, I owe it to a gentleman, so 2 or 3 years ago, I went to train at Polytechnique on the notion of organizational transformation. And this gentleman, who is an Armand researcher, theorized a small formula that I found brilliant, well brilliant, in any case inspiring. The six levers I raised for you are placed in this equation.
[00:34:09] So attention, mathematics. At the top, numerator. So framework, objective, recognition, deliberation. So the first four I shared. And the most important ones, we put them below. Taboos and the absence of vision.
[00:34:24] We will put a score of 1 to 10 on each.
[00:34:27] So I'm doing an agile transformation, not transformation because I don't like that, agile transition.
[00:34:33] So the framework, we do workshops, we agree, we did the scoping, we are at 9, we brought in consultants from Oto, we went all out. They are expensive, by the way. They are great but they are expensive.
[00:34:46] Objective, well, we were vigilant about having objectives that are understood by everyone. Recognition, OK, we transform the organization, OK, you want to become a PO, you want to become a Scrum Master, you're getting a raise. The others, we won't reduce your salary, we're nice. Deliberation, so we have all the rituals that go well. On the other hand, taboo, we didn't explain to the project manager that tomorrow there would be no more project managers. And we let them come to the meetings. It's experienced.
[00:35:16] And then, uh, and he's looking for a place and that's normal. Absence of vision. We told them no, but we transform to transform, right? No, but it makes sense, we are in a complex environment. So we're going to adapt. So we're not going any further than that. So, in terms of taboo, we have a big taboo, so it's a 9/10. And we have an absence of vision, we have a 7/10. And all that gives us a score out of 20. So 9 + 8 = 17 + 7 = 24 + 8 = 32. 9 and 7 is 16. 32 divided by 16.
[00:35:48] 2, I have one who follows. 2/20.
[00:35:54] Yet we paid a lot, eh. We put in resources, we held workshops, we paid consultants. And even the internal consultants. It's okay.
[00:36:05] We're going to put in even more money.
[00:36:08] Even more consultants.
[00:36:11] The one who was at €1600, we take the one at €2000.
[00:36:16] Objectives, we add objectives, we didn't have OKRs, we put OKRs. Recognition too, we add more recognition. Plus 10% for POs and Scrum Masters, and the others plus 5% because there's inflation. Deliberation, we ask people for their opinion again. However, there are still no taboos. We still don't have the vision problem. So we put a lot of cases on the table, a lot of time.
[00:36:44] 2/25. There is progress but progress is expensive. OK, another approach. It would be to say, I'm going back to my initial notes. That's what was done in terms of support because, well, it's not free, it's not enough to just work on taboos and the absence of vision for it to work. So we remain, we still get accompanied by an outsider, we make sure to have clear objectives, recognition, deliberation spaces, but we deal with taboos. We put them on the table.
[00:37:12] So no more taboo, we're on a 1/10. OK, project manager, so tomorrow there are no more. And we're going to build the trajectory with you to see where you land. The vision.
[00:37:23] Well, given the time we put on the table and the consulting days, what we decide is to treat it correctly with everyone. So there we just I just varied on the taboo and the absence of vision. 9 + 8 + 7 + 8 always makes 32. 1 + 1 = 2. 32 divided by 2.
[00:37:45] 16/20.
[00:37:47] Yet it cost us less than what we did just before.
[00:37:54] Yes, so the invitation, you understood it, is not to say that dealing with taboos and vision is magic, but it's important. It's just a small mnemonic device. So trust in summary, understanding and overcoming fear and taking action.
[00:38:10] Two types of trust, interpersonal trust, organizational trust.
[00:38:15] The virtues, three great virtues for me, three years, three interests to work, I will make the link, it's dangerous. Organizational adaptation, team performance, individual performance. Three things that are bonuses.
[00:38:31] Four points of view. The invitation I'd like to make to you is to accept letting go. Building trust by increment, so step by step. Always take the context into account.
[00:38:42] And change your perspective. So change your perspective, step back from your belief system. It's complicated to change belief systems. But in any case, don't be surprised if you think people are not capable, self-fulfilling prophecy, there is a high chance that behind it they will not be capable.
[00:39:00] Behind that, so the five levers for building trusting relationships with someone or within a team: intention, behavior, competence, success, vulnerability. The six levers for building organizational trust: shared framework, clear objective, sign of recognition, deliberation space, shared vision, and banishing taboos.
[00:39:21] There, I'm reaching the end.
[00:39:25] For those who want to dig deeper, well generally, I have one per session who asks me for the books. So Fearless Organization, it's a great book by on everything related to psychological safety. Trust and Leadership, it's a great book by Aliarment. However, it's an academic book. There, you have to hold on. Optimize Your Team by Patrick Lencioni, it's the trust-based management style by David Marquet. Team dynamics, we'll find things around the framework, the vision, etcetera etcetera. Viaco and self-confidence, we are more on the dimension of an individual case. And these are books I find interesting. This book was written by a gentleman whom I also had the chance to have as a trainer, Patrice Nodie, it's a little initiatory fable. There on that part.
[00:40:10] So it remains for me perhaps to offer you an invitation. This invitation is perhaps to try to experiment, so well here we are Tuesday. So with a bit of luck, you're here tomorrow, Thursday, maybe to experiment one thing. So, that's the invitation I'd like to make to you and then see what consequences, what impact that has on trust. For those who are interested, we are in Bordeaux.
[00:40:34] I have to, he's my employer. He pays for the trip. Thank you to you, the audience, and you can applaud yourselves because you stayed until the end.

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