TSCG presents at International Leadership Association Conference 2013

TSCG members with colleagues at 2013 ILA conference — TSCG members with colleagues at the 2013 ILA conference. Rear: John Buck, Ghislaine Cimon, Gilles Charest, Christine Larose, Jerry Koch-Gonzalez, Sheella Mierson, Guy Chagnon. Front: Sabine Heyman, Pierre Barbès, Francine Proulx-Kenzle.

TSCG members were active contributors to the 2013 ILA conference in Montreal.

John Buck and Jerry Koch-Gonzalez presented on public leadership with the workshop Intentional Neighborhoods: Key to Regional Resilience.
John Buck was also a co-presenter in the area of business leadership, joining Lynne Williams and Ryan Siemer of TW Telecomm, Inc. in offering Transformational Leadership and Dynamic Governance: A Partnership for Possibility.
Sheella Mierson collaborated with Jessica Brown of the Barrett Values Centre to present Design and Build Healthy Professional Relationships Using the Blueprint of the We Process.
Francine Proulx-Kenzle teamed up with Christine Larose of Sociogest to offer Sociocracy: The Basis for Resilient Educational Institutions.

High Quality Employee Engagement

Recently, the University of Regina unveiled the results of a survey on employee engagement in its various faculties and units, the second of its kind in two years...the Institut distinguished itself not only by a high level of employee engagement, but especially by a high level of psychological safety, cooperation and individual citizenship behaviour towards their colleagues. We attribute these results largely to the Institut’s decision-making culture: dynamic governance (sociocracy). The sociocracy premise is simple. You do not change the relationships in an organization by changing the leader or the organizational chart, but rather by changing the structure of communication and decision-making.

Abdoulaye Yoh, Director of Finance, Institut français, University of Regina

Increased Profits the First Year

Sociocracy has made a big difference in Creative Urethanes’ ability to withstand the economic downturn. We saw increased profits within the first year of using the method. Over time we have applied it to many areas of the company. As a result we have better communication throughout the company, lower employee turnover, more energy in staff members due to increased involvement, more creative ideas that help us thrive in our industry, and continuous improvement within the organization. Best for me is I have more assistance—having everyone’s help during hard economic times has lifted some weight off my shoulders.

Richard Heitfield, President, Creative Urethanes, Winchester, Virginia

Fewer Meetings, Better Decisions

We adopted sociocracy and all of a sudden there is a room full of empowered people helping make decisions. People feel different. I’d say that at the end of 100% of our circle meetings - where we set policy - everyone says, 'My goodness. I feel so much more energized.' We have fewer meetings over time as we’ve implemented sociocracy, the decisions are better, and the follow-through is better because everyone’s on board.

Paul Kervick, Outreach Coordinator and Board Member, Vermont

Professional Support Pays Off

My advice to organizations planning on implementing sociocracy is to get assistance from a sociocracy consultant. Doing that improved and speeded up the process for us, rather than leaving us to reinvent the wheel, which can be time consuming and costly.

Richard Heitfield, President, Creative Urethanes, Winchester, Virginia

Better Model for the Children

We're always talking to the children about being creative. We're always wanting them to be inspired and to use their own intuition and creativity. Now they're seeing a much better model among the adults in the organization because we're being more creative and we're working together in a much better fashion than we were before.

Renee Owen, Executive Director, Rainbow Community School, Asheville, North Carolina

A Collective Effort Like no Other

When we set up the International Conscious Movement Teachers Association we wanted to create a genuinely inclusive organisation run on a less hierarchical model. It’s been quite a journey - learning new ways of being - transparency, equivalence...passing decisions off to those responsible for the area of work - and letting them get on with it! We ended up with a lot more than we had bargained for...a collective effort like no other, and intelligent decision-making that genuinely stems from collaboration and creativity. The biggest surprise for many of us is how heart-warming the process is - and how it supports the making of bonds between us.

Tim Foskett, Director, International Conscious Movement Teachers Association

John Schinnerer

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