L'entreprise libérée par la confiance (par Jean-Francois Zobrist)

AlterNego _

21 Jul 201414:05

Summary

TLDRThe speaker shares the unique management philosophy of FAVI, a company where workers have direct control over decisions such as salaries, leave, and production. The emphasis is on the 'for whom' aspect of work, fostering a sense of purpose among employees. The company operates on principles like trust, customer focus, and the belief that 'people are good,' with minimal control and a focus on employee happiness to drive performance. The narrative highlights the importance of trust, delegation, and the collective dream in creating a successful and motivated workforce.

Takeaways

🏭 The speaker emphasizes the empowerment of workers at FAVI, where they have control over decisions such as their salaries, leave, machine placement, and investments.
🤝 The concept of 'pour qui' (for whom) is prioritized over 'pourquoi' (why), suggesting that knowing for whom they work is more important for employees than the reasons behind their work.
🛠️ Workers at FAVI are trusted to know 'how' to do their tasks best, as encapsulated by the first rule of Kaizen: 'he who does, knows'.
💡 The company structure is designed to be simple and self-regulating, with the belief that complex procedures arise from fragmented responsibilities.
👥 Each salesperson at FAVI is associated with a 'mini-factory', and their role is to integrate external knowledge and engage workers in project development from the outset.
😊 The speaker believes that happiness leads to performance, and by creating a peaceful work environment, workers are happier and more productive.
🔧 The idea of improving existing systems is discouraged; instead, the speaker advocates for creating new systems to avoid unnecessary complexity and tension.
👑 The speaker learned the importance of letting things happen naturally through experience, a lesson derived from military service and managing people with more expertise.
💖 Two core principles are 'man is good' and 'love for the customer', which underpin the company's approach to trust and client relationships.
🚫 The speaker recounts an incident where an employee's refusal to be at the workers' disposal led to his dismissal, highlighting the importance of trust and the role of the client.
🔑 The speaker's role is described as an 'animator', aiming to create a context for self-motivation rather than directly motivating the team.

Q & A

What was the labor inspector's comment about the speaker's enterprise?
-The labor inspector referred to the speaker's enterprise as 'marxiste', suggesting that it was a worker-centric company, with power given to the direct producers, the workers.
How does the speaker describe the decision-making process at FAVI?
-The speaker describes FAVI as a company where workers decide on everything freely, without control, including their salaries, vacations, machine placement, work schedules, RTT (Reduced Working Time), and investments.
What does the speaker believe about the importance of 'for whom' over 'why' in the context of marriage and business?
-The speaker intuitively understood that 'for whom' is more important than 'why', using the analogy of marriage to explain that knowing 'for whom' one is working for is crucial, as it is in the case of the mini-factories at FAVI that work for specific clients.
How does the speaker view the traditional business model?
-The speaker views the traditional business model as a power knot based on the 'how', where those dictating the 'how' are incapable of doing what they dictate, leading to a system of command and control.
What is the speaker's approach to empowering workers at FAVI?
-The speaker's approach is to delegate the 'how' to the workers, trusting that those who do the work know best, which is the first rule of Kaizen.
What is the role of salespeople at FAVI according to the speaker?
-Salespeople at FAVI are involved in all aspects of the business, from prospecting to project management, and they are located amidst the machines to integrate external inputs and involve workers in project initiatives from the outset.
What principle did the speaker learn from an operator that influenced FAVI's approach?
-The speaker learned that there is no performance without happiness, and by creating a peaceful environment for the workers, they become happy and there is no tension.
How does the speaker handle conflicts or dissatisfaction among workers?
-The speaker allows workers to self-regulate by changing mini-factories or shifts if they do not get along with others, thus avoiding tensions.
What did the speaker learn from his military service that influenced his management style?
-The speaker learned to let things happen by themselves, as he realized the importance of not giving orders to those who knew the material better than him, which is a key aspect of his management style.
What are the two limits or principles that guide the speaker's management approach?
-The two limits or principles are 'Man is good', meaning no control is needed, and 'love for the customer', meaning every action should have a customer behind it.
How does the speaker describe the concept of 'inverse delegation' in the context of his business?
-The speaker describes 'inverse delegation' as the idea of putting oneself at the disposal of the workers to help them in their mission, rather than the traditional top-down approach where workers are expected to do what they are told by the boss.
What does the speaker believe is his role as an entrepreneur?
-The speaker believes his role as an entrepreneur is to animate and inspire his team, creating a context for self-motivation, rather than dictating what needs to be done.
How does the speaker feel about the shared dream or vision in his company?
-The speaker feels strongly about the shared dream or vision as it brings people together to work towards a common goal, not just for money but also for a sense of purpose and belonging.
What does the speaker value about his team's autonomy and initiative?
-The speaker values his team's autonomy and initiative because it demonstrates their commitment to the shared vision and their ability to take ownership of their work and the company's success.

Outlines

00:00

👷‍♂️ Worker Empowerment and Trust in Management

The speaker discusses the philosophy and practices that define FAVI, a company where workers have direct control over various aspects of their work, including salaries, vacations, machinery layout, working hours, and investments. This empowerment stems from the belief that knowing 'for whom' they work is more important than 'how' they work. The speaker emphasizes the importance of trust, the concept of 'Kaizen' with its ten rules, and the first rule being 'those who do, know.' FAVI's unique approach also includes having as many salespeople as mini-factories and placing them among the machines to integrate external input and involve workers from the project's inception. The speaker also shares the idea that there is no performance without happiness and that by creating a peaceful work environment, workers are happier and more productive. The concept of 'inverse delegation' is introduced, where the speaker sees their role as supporting the workers rather than directing them.

05:02

🛠️ Trust and Delegation in the Workplace

This paragraph delves into the importance of trust in the workplace and the consequences of breaking it. The speaker recounts an incident where an employee's refusal to undergo retraining led to his dismissal, underscoring the necessity of continuous trust and the removal of obstacles, particularly from management. The speaker also discusses the idea of 'inverse delegation,' where the responsibility and authority are given to the workers, and the role of the leader is to create an environment that fosters self-motivation. The concept of a 'shared dream' is introduced as a motivational tool, where the collective goal is to ensure the well-being and future of the company and its employees. The speaker also emphasizes the importance of being present, honest, and taking care of the enterprise, which in turn takes care of everyone involved.

10:03

🎨 Fostering a Culture of Shared Goals and Autonomy

The final paragraph focuses on the role of a leader as an animator rather than a traditional manager, aiming to inspire and facilitate rather than dictate. The speaker values humility and the co-construction of the company's vision, believing that the project's success depends on the collective belief and effort. The speaker is particularly moved by instances where the team organizes events and initiatives without their direct involvement, seeing this as a sign of a strong communal project and autonomy among team members. The goal is to create a workplace where decisions are made collectively, and each person is independent yet working towards a common goal. The speaker's role is to animate the team and ensure that everyone is aligned with the objectives they have set together.

Mindmap

Keywords

💡Delegation

Delegation refers to the act of entrusting the decision-making and execution of tasks to others. In the video's context, the speaker emphasizes the importance of delegating authority to the workers, allowing them to decide on their salaries, vacations, machine placement, work schedules, and investments. This approach is central to the video's theme of empowering employees and fostering autonomy within the workplace.

💡Kaizen

Kaizen is a Japanese philosophy focused on continuous improvement in work through incremental changes. The speaker mentions Kaizen and its first rule, 'he who does, knows,' to highlight the importance of involving the workers who perform the tasks in the decision-making process, as they have the practical knowledge needed for improvements.

💡Autonomy

Autonomy in this context means the freedom and independence to make decisions. The video discusses how the workers at FAVI have complete autonomy over various aspects of their work, which is a key element of the company's management philosophy and contributes to the overarching theme of worker empowerment and self-governance.

💡Trust

Trust is a fundamental aspect of the management style described in the video. The speaker talks about the importance of having complete trust in employees, which is demonstrated by giving them the freedom to make decisions and by removing traditional controls. This trust is essential for creating a self-motivated and responsible workforce.

💡Employee Empowerment

Employee empowerment is the process of giving employees more control over their work and the decision-making processes that affect their jobs. The video's theme revolves around this concept, with the speaker detailing how FAVI has implemented empowerment by allowing workers to decide on their salaries, schedules, and other aspects of their work environment.

💡Shared Vision

A shared vision is a collective understanding of a goal or aspiration that is held by members of a group or organization. The video discusses the importance of having a 'shared dream' or vision that motivates employees to work towards a common goal, which is a key element in fostering a sense of unity and purpose within the company.

💡Inverted Delegation

Inverted delegation is a concept where the roles of leadership and followership are reversed, with leaders serving the needs of their team members. The speaker uses this term to describe his role as a leader who is there to support and facilitate the work of his employees, rather than dictating what they should do.

💡Self-Motivation

Self-motivation refers to the ability of individuals to drive themselves to perform tasks without external pressure. The speaker talks about creating a context that allows for self-motivation among employees, which is a key aspect of the company's approach to management and a central theme in the video.

💡Client-Centric

Being client-centric means focusing on the needs and interests of clients. The video mentions that every action the company takes should have a client behind it, emphasizing the importance of client satisfaction and the role it plays in the company's operations and decision-making.

💡Simplicity in Procedures

Simplicity in procedures refers to the idea of having straightforward and uncomplicated processes within an organization. The speaker contrasts this with complex procedures that arise when tasks are fragmented, and suggests that when everything is centralized in one person's head, the procedures become simpler and more effective.

💡Collective Responsibility

Collective responsibility is the idea that all members of a group share accountability for the actions and outcomes of the group. The video discusses how problems are addressed collectively by the workers, which reinforces the theme of shared ownership and mutual responsibility within the company.

Highlights

The company FAVI empowers its workers, allowing them to make all decisions related to their salaries, vacations, machine placement, work hours, etc. without any control.

The founder intuitively understood that knowing 'for whom' they work is more important than 'how' they work for employees.

FAVI has a unique approach where the salespeople are embedded among the machines and are responsible for bringing external ideas in and involving workers from the project's inception.

Salespeople at FAVI wear multiple hats - prospecting, product development, project management, machine selection, and conducting productivity audits.

A key principle at FAVI is that there is no performance without happiness, and workers are happier when left in peace.

If there are interpersonal issues, workers can switch to a different mini-factory or shift, allowing for self-regulation.

When decision-making is centralized, procedures become simple. But in a decentralized approach, they become overly complex.

The founder learned during military service that the best leaders remove constraints and let things happen on their own, rather than micromanaging.

FAVI operates on two main principles: 'People are good', meaning no unnecessary controls, and 'Love for the customer', ensuring all actions have a customer benefit.

The founder emphasizes that once trust is established with workers, it cannot be revoked, or else credibility is lost.

When the founder first demonstrated trust by eliminating shipping controls, it was a pivotal moment that shaped the company culture.

The founder shares a story of a manager who was fired for not adhering to the principles of being available to workers and trusting them.

A shared dream or vision is crucial for motivating employees and getting them to take ownership of their work beyond just a paycheck.

The founder's role is to animate and inspire the team, rather than motivate them through traditional management techniques.

The concept of 'inverse delegation' is highlighted, where the founder sees their role as serving the seasonal workers who are the real drivers of the business.

The founder believes people work well not because they are asked, but because they have a good reason to, which is more sustainable.

Creating a joyful work environment where everyone looks forward to coming together each day is a key goal for the founder.

The founder takes pride in instances where the team organizes events and initiatives independently, demonstrating a strong sense of collective ownership.

The founder emphasizes the importance of co-creating the company vision with the team, rather than dictating it from the top down.

The founder's ultimate goal is for everyone in the small company to be involved in making key decisions collectively, fostering a strong sense of shared purpose.