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Collective performance has become a central issue in today's companies. It is no longer enough to rely on individual performance to ensure the success of a project or an organization: it is the ability of a collective to cooperate, innovate and adapt together that makes the difference.
A close-knit team, where employees share a clear vision, consistent practices and fluid operating modes, not only generates better immediate results, but also helps to establish lasting performance.
In other words, collective performance is not a one-off objective: it's a living dynamic to be nurtured over time. It thrives on trust, clear roles and the ability to learn together.
And to maintain this momentum, organizations need to focus on managerial innovation: reinventing their practices, moving from fixed hierarchical management to collaborative and horizontal management, developing a feedback culture and encouragingexperimentation within the company through test and learn.
Historically, the manager's role was associated with control. He planned, distributed tasks and checked their execution. Today, this model is reaching its limits: too much hierarchy hampers creativity, slows down decision-making and ultimately reducesemployee commitment.
To support collective performance, the manager must become a facilitator. In concrete terms :
Example In a large consulting firm, a manager replaced the weekly top-down meeting with a participative meeting where each member shares his or her priorities and difficulties. The result: better coordination, increased accountability and greater commitment to the joint project.
Best practice Our best practice: support and train your managers to develop interpersonal skills: clear communication, conflict management, group facilitation, feedback culture. These skills are essential for creating the conditions for sustainable performance.
A team constrained by incessant validation and cumbersome procedures can't perform at its best. Conversely, when employees are trusted and given the freedom to act within a clear framework, the dynamic changes radically. Team autonomy then becomes a fundamental lever for collective performance.
Giving autonomy does not mean abandoning management. It means setting a course, defining precise objectives and sharing success indicators, while giving teams the freedom to decide how to achieve these results. This approach empowers, develops creativity and strengthensemployee commitment.
For example in the industrial sector, some factories are testing autonomous cells where operators organize their work, manage quality and report improvements themselves. The result: higher productivity and greater responsiveness.
Best practice Start by identifying the room for manoeuvre that you can entrust to your teams without major risk. Set a clear framework with measurable objectives and shared indicators, but leave employees free to choose their own methods and experiment. This gradual autonomy creates a virtuous circle: the more successful teams are, the more confidence they gain, and the greater their collective performance.
A feedback culture is essential to maintain collective performance. In a team, misunderstandings and frustrations often arise from small, unexpressed discrepancies. Without regular feedback, the team risks losing alignment, misunderstanding and weakening cohesion.
Feedback is not criticism, but a tool for progress and recognition. Properly conducted, it enhances successes, highlights areas for improvement and establishes a climate of trust. Conversely, the absence of feedback locks employees in doubt: "Is what I'm doing right? Does it meet expectations?"
Examples:
Best practice Encourage short, concrete and regular feedback. Effective feedback needs to be specific and factual: "I appreciated your clarity during the customer presentation" or "The support lacked numbers, that would have helped to convince more". Over time, this practice establishes a continuous progression that strengthens collective performance and paves the way for sustainable performance.
Traditional hierarchical management, based on verticality and silos, limits initiative and slows down decision-making. It is still sometimes necessary, but it can no longer be the only model for stimulating collective performance.
Collaborative and horizontal management offers an alternative:
Example In the public sector, some local authorities have set up cross-functional groups bringing together HR, finance and technical departments. These forums for dialogue break down silos and improve coordination.
Best practice Start with one-off co-construction workshops. They give a concrete idea of the benefits of collaborative and horizontal management, while strengthening team cohesion.
Collective performance is not the fruit of a fixed method. It is built over time through practices that encourage adaptation, experimentation and continuous learning. This is precisely what agile management and the principle of test and learn are all about.
Agility, initially developed in the IT world, has spread to all business areas. Its pillars - adaptation, collaboration and continuous improvement - enable teams to remain aligned, while evolving rapidly in the face of the unexpected. In concrete terms, this translates into simple rituals: daily flash meetings, regular reviews, moments of synchronization. These practices set the pace, streamline communication and maintain team cohesion.
But agility isn't just about rituals: it's also about constantly testing, adjusting and learning. A retail company, for example, experimented with a new organization of working hours in three pilot stores before rolling it out across the board. In a marketing team, daily stand-up meetings enabled the division of tasks to be adjusted as and when required, according to the obstacles encountered.
Best practice Don 't try to revolutionize your working methods all at once. Launch small experiments, measure their impact, adjust them, then share the lessons learned with other teams. This gradual approach fosters genuine managerial innovation and establishes a collective learning culture. It nurtures immediate performance, while paving the way for sustainable performance.
Collective performance depends above all onemployee commitment. Without involvement, there is no sustainable dynamic.
To stimulate this commitment:
Example In a technology company, a monthly "demo day" enables each team to present its projects to the entire workforce. The result: collective recognition, renewed motivation and stronger cohesion.
Best practice Set up formal and informal recognition rituals. They maintain motivation and nurture sustainable performance.
Collective performance is not an end in itself. It is the foundation on which sustainable performance rests.
By fostering team autonomy, cultivating feedback, adopting collaborative and agile management, experimenting through test and learn, and stimulating employee commitment, organizations develop a precious ability: to remain successful over time despite crises and transformations. Sustainable performance is therefore not a distant goal, but a direct consequence of well-maintained collective performance.
Collective performance has become a central issue in today's companies. It is no longer enough to rely on individual performance to ensure the success of a project or an organization: it is the ability of a collective to cooperate, innovate and adapt together that makes the difference.
A close-knit team, where employees share a clear vision, consistent practices and fluid operating modes, not only generates better immediate results, but also helps to establish lasting performance.
In other words, collective performance is not a one-off objective: it's a living dynamic to be nurtured over time. It thrives on trust, clear roles and the ability to learn together.
And to maintain this momentum, organizations need to focus on managerial innovation: reinventing their practices, moving from fixed hierarchical management to collaborative and horizontal management, developing a feedback culture and encouragingexperimentation within the company through test and learn.
Historically, the manager's role was associated with control. He planned, distributed tasks and checked their execution. Today, this model is reaching its limits: too much hierarchy hampers creativity, slows down decision-making and ultimately reducesemployee commitment.
To support collective performance, the manager must become a facilitator. In concrete terms :
Example In a large consulting firm, a manager replaced the weekly top-down meeting with a participative meeting where each member shares his or her priorities and difficulties. The result: better coordination, increased accountability and greater commitment to the joint project.
Best practice Our best practice: support and train your managers to develop interpersonal skills: clear communication, conflict management, group facilitation, feedback culture. These skills are essential for creating the conditions for sustainable performance.
A team constrained by incessant validation and cumbersome procedures can't perform at its best. Conversely, when employees are trusted and given the freedom to act within a clear framework, the dynamic changes radically. Team autonomy then becomes a fundamental lever for collective performance.
Giving autonomy does not mean abandoning management. It means setting a course, defining precise objectives and sharing success indicators, while giving teams the freedom to decide how to achieve these results. This approach empowers, develops creativity and strengthensemployee commitment.
For example in the industrial sector, some factories are testing autonomous cells where operators organize their work, manage quality and report improvements themselves. The result: higher productivity and greater responsiveness.
Best practice Start by identifying the room for manoeuvre that you can entrust to your teams without major risk. Set a clear framework with measurable objectives and shared indicators, but leave employees free to choose their own methods and experiment. This gradual autonomy creates a virtuous circle: the more successful teams are, the more confidence they gain, and the greater their collective performance.
A feedback culture is essential to maintain collective performance. In a team, misunderstandings and frustrations often arise from small, unexpressed discrepancies. Without regular feedback, the team risks losing alignment, misunderstanding and weakening cohesion.
Feedback is not criticism, but a tool for progress and recognition. Properly conducted, it enhances successes, highlights areas for improvement and establishes a climate of trust. Conversely, the absence of feedback locks employees in doubt: "Is what I'm doing right? Does it meet expectations?"
Examples:
Best practice Encourage short, concrete and regular feedback. Effective feedback needs to be specific and factual: "I appreciated your clarity during the customer presentation" or "The support lacked numbers, that would have helped to convince more". Over time, this practice establishes a continuous progression that strengthens collective performance and paves the way for sustainable performance.
Traditional hierarchical management, based on verticality and silos, limits initiative and slows down decision-making. It is still sometimes necessary, but it can no longer be the only model for stimulating collective performance.
Collaborative and horizontal management offers an alternative:
Example In the public sector, some local authorities have set up cross-functional groups bringing together HR, finance and technical departments. These forums for dialogue break down silos and improve coordination.
Best practice Start with one-off co-construction workshops. They give a concrete idea of the benefits of collaborative and horizontal management, while strengthening team cohesion.
Collective performance is not the fruit of a fixed method. It is built over time through practices that encourage adaptation, experimentation and continuous learning. This is precisely what agile management and the principle of test and learn are all about.
Agility, initially developed in the IT world, has spread to all business areas. Its pillars - adaptation, collaboration and continuous improvement - enable teams to remain aligned, while evolving rapidly in the face of the unexpected. In concrete terms, this translates into simple rituals: daily flash meetings, regular reviews, moments of synchronization. These practices set the pace, streamline communication and maintain team cohesion.
But agility isn't just about rituals: it's also about constantly testing, adjusting and learning. A retail company, for example, experimented with a new organization of working hours in three pilot stores before rolling it out across the board. In a marketing team, daily stand-up meetings enabled the division of tasks to be adjusted as and when required, according to the obstacles encountered.
Best practice Don 't try to revolutionize your working methods all at once. Launch small experiments, measure their impact, adjust them, then share the lessons learned with other teams. This gradual approach fosters genuine managerial innovation and establishes a collective learning culture. It nurtures immediate performance, while paving the way for sustainable performance.
Collective performance depends above all onemployee commitment. Without involvement, there is no sustainable dynamic.
To stimulate this commitment:
Example In a technology company, a monthly "demo day" enables each team to present its projects to the entire workforce. The result: collective recognition, renewed motivation and stronger cohesion.
Best practice Set up formal and informal recognition rituals. They maintain motivation and nurture sustainable performance.
Collective performance is not an end in itself. It is the foundation on which sustainable performance rests.
By fostering team autonomy, cultivating feedback, adopting collaborative and agile management, experimenting through test and learn, and stimulating employee commitment, organizations develop a precious ability: to remain successful over time despite crises and transformations. Sustainable performance is therefore not a distant goal, but a direct consequence of well-maintained collective performance.
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