Some convictions

Growth drives enthusiasm and stimulates teams, but can lead to “burn out” of key individuals who are the most engaged in growth projects. An adequate support is therefore necessary.

In the international environment the obstacles to collaboration and trust are multiples. There is the complexity of exchanges at linguistic and cultural level, in the relation to others, as well as the geographic distance. Collaborative tools are useful but not an end, they are above all subject to human interpretation.

The international executive has not only the duty to give the vision to his/her teams, but even more the obligation to involve them and support them actively by allocating them the necessary time, training and by valuing their contributions at group level.

Motivation comes from a job that is meaningful, some consideration and recognition, and positive and collaborative working relations. Executives and managers are the guardians of this wealth, and the growing companies must keep this as a priority.

Managing is a fascinating activity, demanding, sometimes delicate. Those who are best at it are the ones who dedicate necessary time and listening. To excel at it, one needs to like people and want to make them grow.

Managers do not always possess a natural know how to drive teams, and in parallel teams do not always have a benevolent view of their managers, expecting everything from them. Specific work is needed in order to make everyone an acceptable player.

HR can add value only if they act in partnership with the business, that means all the functions of the value chain, while listening and remaining close to the field. The sole expertise has a tendency to isolate, the expertise put at the service of the business is recognized and requested.