In 2014 I inquired about the Savoir-Relier approach as I wanted to create more cohesion and deeper, more qualitative relationships within my leadership team. Over a two-day seminar, we were able to deep-dive into ourselves and learned to truly know each other.

Applying Savoir-Relier to our business issues, we have increased our speed of decision and execution. I recommend the savoir-relier protocol to all leaders who wish to engage their team in self-reflection and interpersonal exchange to increase the quality of their work with a strong and common sense of purpose.

Savoir-Relier is about learning how one and one can add up to three. Nurturing interpersonal relationships may seem obvious for a sustainable growth but often times, reality falls short of expectations.

The experience of Savoir-Relier helps you understand and start building that virtuous circle, bringing sense to your accomplishments.

My experience of leadership at work has been what most would now describe as “toxic”. As a woman working in fast-paced, scaling tech companies, I have had a lot of negative experiences with machoism and outright misogyny. In my professional life, I have found this frustrating as despite the companies I’ve worked for labeling themselves as “innovative” the leadership style has been archaic. My biggest take away from Savoir-Relier is not only that Anyone can be a leader but Everyone is a leader. What’s really changed for me is my willingness to take a lead even where it is not officially my “role”. Before I have shied away from this and retracted, focusing more on being an individual contributor and not on building something beyond myself. This actually led me to a feeling some kind of distance between my true self and my work Which pushed me to take this course. And I am really glad I did. Not only have I built confidence in the process, but I have got a much better understanding of myself, I’ve been able to observe and understand my emotions. Before the options were being totally overwhelmed by emotion or completely detaching from them and now I feel like I can use my emotions as a means to make sense of a situation. This has led me to being both more pragmatic and more creative in my work and I can see the positive impact for myself, my team and my friends and family.

Imagine stepping into a working environment rife with conflict, threats, and legal tension, where senior leadership demands "no-mistakes", dictates actions, and interferes with decision-making. This was my reality as a watch-commander in the Office Against Domestic Violence of Athens until I introduced Savoir-Relier to my team. Savoir-Relier revolutionized my leadership approach, empowering my team and me to build unwavering trust and resilience amidst the toughest challenges. It became the cornerstone of balancing a strict organizational structure with the essential space needed to cultivate trust in society and defend those in need. Its profound methodologies not only enhanced my professional decision-making but also deepened my self-awareness and confidence, reshaping my perspective on the world and people. By promoting a culture of collective intelligence across my organization, society, and even my family, Savoir-Relier proved to be a life-changing foundation and an indispensable asset for understanding and leading people successfully.

Initially, I was wondering how I could apply Savoir-Relier to my work environment. As a nurse at one of the largest hospitals in Europe, I found it challenging to discuss patient treatment and work organization with professionals from different backgrounds and with varying levels of experience. Savoir-Relier has helped me to understand other people's viewpoints, to see if I have overlooked anything, and to reduce my own biases. With the help of Savoir-Relier I pay more attention to what others are saying instead of focusing only on my own thoughts and what I am going to answer. I am becoming more of an active listener. With the help of Savoir-Relier, I feel that experienced professionals are listening more closely to my opinions and take them into account.

Pour moi, l'aventure Savoir-Relier commence par un travail d'introspection pour mieux se connaître, écouter ses sens et s'accepter pleinement, avant de s'ouvrir aux autres et au monde. C'est ensuite une expérience d'équipe centrée sur les relations humaines, où l'on développe notre rapport aux autres. Savoir-Relier m'a fourni les outils pour construire des relations de qualité basées sur la confiance, la générosité et l'authenticité, en plaçant l'humain au cœur des projets. Cette expérience m'est précieuse tant pour mon travail que pour la vie quotidienne. C'est ce qu'on devrait nous apprendre dès le plus jeune âge.

Après une expérience en finance dans un groupe avec 150 ans d'expertise, je me suis demandé comment nous avions échoué à faire la transition vers le 21e siècle, pour finalement être rachetés par un concurrent. Des changements fréquents de direction, un décalage entre la communication d'entreprise et la réalité, des employés craignant de prendre des initiatives et des arrêts maladie fréquents étaient pourtant des symptômes évidents. La gestion transactionnelle et pyramidale, axée sur des gains (économiques et politiques) à court terme, étouffe le potentiel d'innovation infini d'une entreprise. Aujourd'hui, je suis convaincu que le Savoir-Relier est non seulement l'antidote aux "office politics", mais également une fondation pour l'innovation, la motivation au travail et l'intrapreneuriat. D'une élégante simplicité, les 3G ("Genuine, Generous, Generative") du Savoir-Relier réinventent la culture d'entreprise en replaçant l'humain comme fin et non comme moyen, tel que Kant l'avait défini. Merci.