"I prefer to channel my energy into solving problems rather than creating them." This quote from Matthieu Dardaillon (Ashoka Fellow and founder of Ticket for Change) could be my motto. 

In my daily life, both personal and professional, I strive to take actions that contribute to building a better world. 

I work in a small company of fifteen people that we have structured with a shared governance model. Each individual is free to make decisions, and the entire organization is co-constructed. This is a way to create wealth and distribute it fairly among all employees. It can inspire other companies, showing them that it works; that it's viable, effective, and meaningful. Today, we've been around for 8 years and we're growing solely on our own funds. 

The second aspect I'd like to highlight, and of which I'm proud, is that through our profession, we help companies move towards more horizontal, participatory, and responsible models. 

These models are more respectful of humans because they prioritize emotions, feelings, rhythms, individuality, differences... I also strongly believe that by examining working organizations, it prompts both organizations, and individuals within those organizations, to ponder about the desirable future, common good, environment, inclusion. 

On a personal level, I'm deeply involved in the Lazare association. Specifically, with my wife and children, we live in a shared house with former homeless individuals. There are 14 studios, 8 former homeless people, and 6 volunteers. Our role is to meet the "housemates," recruit them, welcome them, and ensure the balance and management of the house. Also, in difficult times, to ask a housemate to leave if they no longer respect the rules. 

My desire to act for the common good began when I was a Scout leader for an older group (17-25 years old). Being a Scout leader means committing to the collective and ensuring everything runs smoothly. We used to visit orphanages, elders' centers etc. Those visits left a lasting impression on me. I knew I didn't want to pursue a mundane job that didn't contribute to improving society and the world we live in. 

This thought aligns with my values and my personal faith that fuels this desire to do good. I have within me and around me resources that nourish my commitments. 

It's also a couple and family project. With my wife, we love and advocate for acting locally and nationally. We act for those close to us - those "around the corner." Some housemates come from the vicinity of the Lazare house - one lived in a nearby forest next to a shopping center; another spent ten years under a bridge I passed by every day on my way to school. That corner of the street touches us and calls us to action. 

Therefore, today I'm happy to apply this to my personal life and in my profession. I've realized that the co-governance system brings more than just happiness to the employees. It's a way to show them that we value them, that their voice matters, and that it can provide answers and solutions. They have the power to make decisions which they didn't necessarily have before. 

For example, everyone at Flexjob has access to financial data, even the most sensitive ones. This has fostered a strong financial culture within the company. In fact, during recruitment, we provide a salary range and it's the employee who has the final say. We place less emphasis on salary negotiation than on recognition mechanisms. Again, the idea is not to expend energy when it's unnecessary. If the person understands our model well and asks for the top of the range, it's because they need it. 

This transparency has its downsides too. In the past, there were times when the coffers were empty, everyone knew it, and each wondered if they would get paid. This led to some extent philosophical discussions. Am I willing to take the risk of not receiving my salary? Are some more of a priority? I thought, “this is great, what company allows us to have such real, sincere, and deep discussions? I'm happy and proud to be part of a collective where we can have these kinds of discussions.” I thought, if everything stops, at least I will have experienced something strong and meaningful. On my deathbed, I'll think back to that difficult time, and it will be much better than having had a completely smooth path - a predefined route. I have absolutely no idea what I'll be doing in two years or where I'll be. 

There are dozens of conversion examples among our clients, large companies in fairly traditional sectors like pharmaceuticals, that we've guided from a classic, very hierarchical model to one of shared governance.

In one of them, for example, the CEO left and asked not to be replaced. So, we were able to build a collective management system and tasks were distributed among the employees. One of the managers came to us at the end of the project to say that, for him, the true value of our support was in helping them transform their positions and to transform culturally, individually, and collectively. I understood that keeping people on life support has no value. 

Another example: a company that develops SAS software for carpenters, who has 150 employees, 65 of whom are in customer service, with very precise scheduling constraints. We were commissioned to accompany them, and the CEO gave us a constraint: customer service must remain at the same level (same number of requests handled, same level of satisfaction). The employees created a huge schedule exchange system that self-manages based on who can/wants to. It's completely self-managed, freeing up a lot of time for managers in terms of scheduling.

The other observation is that the company now provides a much broader time range than before due to some employees saying, "in the morning, I don't have to manage my children so I can be here at 7 am and it can suit clients in the industry who start early, but I leave at 3 pm, when others are the opposite." There's also better employee satisfaction because it better fits their lifestyle and aspirations, while also being aware that there shouldn't be a drop in quality. 

With these two major aspects of my life, personal and professional, I hope to be a catalyst for change, or at least I aspire to it. It's part of my current reflections: how to do more, how to go further? There's so much to do. 

The qualities of a changemaker are more about character traits than technical skills. I believe that fundamentally, there's a desire to contribute to the common good. "I see that my action is good. It gives me energy. I reinvest this energy in the common good." 

Another quality would be open-mindedness, not hesitating to talk to people, to listen to them, and not having preconceived ideas. Allowing oneself to be influenced in the right direction helps to build opinions and develop critical thinking.

A good changemaker is capable of surrounding themselves well because they know they need support, in both professional and personal life. They need people and resources. It's also about being able to rally people because if the world needs to change, it will be done together. I see myself in this portrait. 

There's a little extra soul, it's bigger than you, it's what makes you get up in the morning, do what needs to be done, and live what needs to be lived. This is particularly true with housemates. There are tough moments, they annoy us, we think we'll never make it. But in fact, we're not doing it for ourselves, we're doing it for others, and, really, it's more fun to give than to receive. And that, if you experience it, is very powerful.