Voici comment vous pouvez impliquer les employés dans la prise de décision stratégique pour un maximum d’avantages.

The strongest pillar in the architecture of a business is people to deliver client, community and shareholder value. Transparent inclusive entrepreneurial leadership is key to unlock the potential of people to want to add value willingly and sustainability. As people grow, the business grows. #winasone.

A big part of this is setting expectations openly to everyone. Communicate the whys and hows of a proof of concept that has run into delays. Explain how certain steps (like IP) need to be done first before other things can be addressed. Don’t pick specific dates or numbers, choose a reasonable range (production, build out, sales, supply side) that is achievable if everyone is doing well at executing. Setting the correct expectations keeps everyone grounded and prevents surprises and disappointment.

I wholeheartedly agree that transparency is vital for employee engagement. By openly sharing our company's objectives, challenges, and progress, we build a foundation of trust that’s essential for meaningful collaboration. Our team is like a family; we support one another and value open communication. Encouraging questions and providing clear explanations ensures everyone understands our ‘why’. This clarity fosters commitment to the ‘how’ and ‘what,’ that drives us collectively toward our shared goals. Transparency not only aligns our team's efforts but also empowers each person to contribute their best.

Here are some effective approaches: Employee Surveys: Gather feedback through regular surveys to understand employee perspectives, preferences, and concerns1. This helps create a more inclusive decision-making process. Set Performance Targets Together: Instead of dictating goals, involve employees in setting their own performance targets. Balance business objectives with their personal development aspirations1. Strategy Days: Organize collaborative sessions where employees brainstorm initiatives to achieve organizational goals. Encourage creative thinking and ownership1. Implement Flexible Working: Offering flexible work arrangements empowers employees and enhances their work-life balance. I

One of the toughest times of my life was following hurricane Katrina. I was the CEO of a company where our largest facility was largely destroyed by the hurricane. I had 285 people, many of them who had just lost their homes, asking if they had lost their job as well. I held weekly update meetings, usually from the FEMA trailer park we set up on site, and answered ALL questions. We utilized the employees to do the clean up work to help them pay for necessities -- all while being transparent that we did not yet know if we were going to be able to rebuild the plant. Between insurance money and new funding, were able to rebuild the plant and 251 of the 285 employees were their to reopen it. Transparency is always the best policy.

We were preparing to launch a new product aimed at global markets. The initial strategy discussions were led by a core team of executives who were predominantly from the US. As we delved deeper into the planning phase, it became apparent that our strategy might not fully resonate or address the needs of potential customers in emerging markets. Recognizing the importance of diverse perspectives, we assembled a task force that included regional managers from the US, Europe and Latin America, as well as local market experts and customer insights teams. Each local team member brought invaluable insights into cultural nuances, local market dynamics, and consumer behavior that were critical for crafting a successful global strategy.

Remember, if everyone in a room thinks the same, someone isn't thinking! You want diverse perspectives; you want devil's advocates. This will help you identify blind spots and reinforce your positions.

That's why a lot of open source and open organizations fail. The minute a problem arises, nobody is in charge, and nobody takes the lead. You need to link people to decisions and make them own them.

When we believe in what we are doing, having a voice and accountability matters. If we have no ownership in what we are doing then it makes it more difficult to be engaged 100%

If you're not learning, you're not growing. The same can be said for your business. What you set out to do on day 1 is rarely what you end up with as a Founder. You should be learning new things daily, implementing solutions to mistakes you made, and continuing to build and evolve your solutions. Make sure you set your Startup up as a place that encourages continuous learning by providing avenues for learning as well as channels to suggest new ways of doing things.

These are excellent starting points for fostering a culture of innovation and ownership. In my experience, I've found that creating a dedicated space for idea sharing, like a virtual "suggestion box" or an innovation hub, can further empower employees to contribute their thoughts. Regular "brainstorming breakfasts" or "innovation hours" can also encourage a free flow of ideas and collaborative problem-solving. By providing both structure and flexibility for idea generation, we can unlock the full potential of our teams and drive meaningful change.

Startups depend on carving a place out in a market, defending it and developing it. They need to really focus on being different and more valuable than others. Innovation needs to be in most people’s mind all the time, because even the bookkeeper should be looking to fix bottlenecks, automate and improve. This is tough for people who like the comfort and security of the hamster wheel. It becomes important sometimes to coach people into getting off the hamster wheel and think more about process. If you empower members of the team to be change agents, many will step off the hamster wheel and rise to the challenge. But you have to coax them there and keep them there with reinforcement. Once they see the difference it makes they’re hooked!