Resources

During their lifetime, both human beings and organisations go through some transformations. To carry them out, organisations need new kinds of professionals: the Shiftmakers who can manage complexity and overcome chaos. 

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The styles of leadership show that a leader simultaneously assumes the responsibilities of expert, resource and visionary for his team.

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Vision is a dynamic of progress. A company doesn't succeed because it has a good impression of itself, but because it works efficiently.  

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While a team doesn’t go further than where its leader is ready to go, the collective dimension of transitioning from the old to the new world still remains essential. 

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When we want to fulfil a need, in our professional or private life, we can either choose to ‘manipulate’ or ‘assertively ask’ for what we want.

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The system of delegated roles makes meetings much more stimulating, participative and productive.
The goal is to create team dynamics, improve the participants’ performance and manage time collectively. 

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Signs of recognition follow a fundamental human rule: a negative sign is better than no sign at all. In other words, everything but indifference. The craving for acknowledgment is a basic need. 

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There are two underlying ideas behind this word: 

Belonging to a group (or a relationship): ‘I belong to a group that is being shaped’. 
Feeling important for the group’s life: ‘I am important because I care for my place in this group (or this relationship)’. I deserve time and I have the right to speak. 

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Lencioni’s model offers a simple yet rich framework to identify the pitfalls that a team faces throughout its life. For the Shiftmaker, it is a precious basic tool that can help with different types of challenges.  

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