Shared Leadership Culture : Transitions and Recovery

These are typical questions our clients share with us in this area:

  • Now that we clearly see the structural changes we would like to bring in the organization, how can we handle potential people's resistance to change?

  • Our workforce will have to let go the ancient way of working: how can we accelerate the pace of such change?

  • What should we care about upstream and downstream the transition process in order to keep our best talented people in the company?


Although many Chief Human Resources Officers shift significant budget into organization transition, most organization design and transition initiatives do not live up to expectations.

One main source of failing to get expected results of such operations relates to the quality of the new organization's design. However one factor that is in play but largely underestimated relates to the way management leads the transition and the impact that such changes impose on people. Indeed, many reasons that can lead people to lose their engagement. For instance, they lose operational and organizational anchors, might see and feel pain but not perceive their potentials; they lose control of their jobs.

Leaning on the research of Mitchell Lee Marks, we build Recovery Corporate Programs in order to facilitate business transformations from a human resources perspective. They integrate a series of advice and coaching sessions, workshops and training initiatives all across the organization. The ultimate goals we pursue with our clients are to help employees quickly deal with their new business imperatives and grasp the new organizational paradigm.