Franck LLORCA,Participant in the personalised FSM programme
« The many classes, discussions and contacts allowed me to gain knowledge, to question myself and to progress.»
Also, the large number of contacts helped us to grow, but also to expand our vision of the group, to break down walls and build bridges between regions, departments and entities within the group.
Our history will be defined as pre- and post-FSM. This programme allowed us to make progress and grow, not just personally and professionally, but also and above all, as managers and as a team, all while becoming more firmly rooted within our group.
What do you think of the FSM programme?
The programme was engaging and complete. In my opinion, it covers everything you need to know to be more than just a "manager", to grow as a leader in general, but especially as part of the group.
- It is particularly beneficial in terms of the classes, they help you take off and climb at least two levels, reaching "Strategic Planning" and then going even further, towards "direction". Then coming back down and climbing through the three "stages" to ensure you have a consistent overview.
- Most classes show complexity and connections with other topics. For example, in finance they stress the importance of KPIs in terms of objectives. Admittedly, the figures don't really make sense and can only be used correctly in the context. Another example, Innovation stresses the importance of sales, etc.
And what about the teaching method?
The method is excellent on all levels:
- In terms of organisation, starting with the "boot camp" where teams are assigned and where teamwork is fostered, up to transition to the Management Committee.
- In terms of achievements, strengthening knowledge and training in management and in working as a team, the programme is also very effective. All the teams are made up of managers who are used to giving orders and/or being a point of reference. Therefore it is not easy to find common ground, to let go. But FSM helps that happen!
- The method is also excellent from a pedagogical point of view. Although I liked the idea, I had my doubts about the feasibility of action learning. In the end, the results far exceeded my expectations... This method is more stimulating, more enriching and develops a much better understanding and assimilation of the concepts. Above all, the method relies on implementation of the techniques learned, which identifies the pitfalls and helps us find the solutions or the detours to make progress.
What about support?
We also had plenty of support during the programme:
- the involvement of the management committee as a sponsor is very important as it requires us to achieve a certain standard.
- supervisors, directors and experts, who take part in the formal or informal discussions that enrich our experience and our "development" within the group.
What about the emlyon business school team?
The instructors were all very highly qualified, and most of them were also professionals, which contributes significant added value. They spoke about their own experience, what worked and didn't work... failures are an excellent basis for progress...
Having a coach available helped us in the beginning to create teams that had to break with taboos and lift barriers to communicate frankly and achieve satisfactory momentum. Throughout the programme, the coach's role was to continue to keep the flame alive within the teams, to encourage them to communicate sincerely despite the obstacles of distance and time. The coach also served as the common thread and the link between the modules. Introducing downturns to the programme, the coach challenged us when we thought we had found a solution, then made our solution a point of reference so we could step back and make progress.
And of course, the quality of the assistance from the project manager and the coordinator throughout the programme.
What would you say to sum up?
The ultimate goal of the programme was not just to lean and retain, but to redistribute so that all of our teams and our company could make progress. Before FSM, I did this frequently but now it has become more intense within my team, and I have also started to instil it in other departments.
I also find it easier to break away from the usual "go-to" arguments, going further towards what makes sense. My depictions are more vivid, I can have my teams "experiment" with the situations to make my ideas more concrete and boost the team spirit.
It is also easier for me to erase the negative aspects in order to focus on my teams' strong points, helping them make greater progress.
Now I have the tools to successfully implement a radical change in work methods, which should result in a substantial gain in productivity, allowing us to better manage our time and therefore manage the risk, but also to improve the quality of our customer service..."