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Governance & Leadership

By Marc Ansoult

We often hear that we lack a true leader to solve the problems facing our societies. We are therefore focusing on searching the RIGHT person who could best define the policy of years to come and solve all our problems.  

If it appears that a well-known charismatic leader is the right solution, a study in the United States showed that CEOs whose companies had increased their value on the stock exchange on a regular basis for more than 10 years were generally not known to the general public.

Marc Deschamps, in his corporate governance course at the SBS, asked his students to estimate the number of nuts in a jar. Participants generally state their estimate, which can vary from one to three, with great confidence. The closest estimate is systematically obtained after a lot of discussion. And strangely, the more diverging points the more the final estimate is right.  

Professor Vankerkem at UMONS, an expert in innovative teams, says nothing else when he claims that a team will only perform well if it is composed equally of counsellors, helpers, prospectors, facilitators, planners, doers and controllers. The MBTI also reveals that an assembly is efficient if it is composed of different profiles, and not only those of leaders of the ENTP type. When it comes to governance, researchers at the Sherbrooke university consider that decisions and implementations of public actions should be exercised by all those who have an influence and an interest in the matter at hand.

Ultimately, the RIGHT person is not the one who promotes this or that solution from either left or right to solve the problems of our societies; it will be the one that promotes the right assembly or assemblies which will best represent the society in all its aspects, and in which members, with differing opinions and profiles, will come up with the best solutions for all.

The programme of the expected leader is therefore to declare which assemblies he/she will convene for what purposes and how they will be composed (citizens, elected officials, experts...). Some assemblies could resume functions traditionally devolved, for example, to ministerial offices. If everyone agrees on the mission of the assemblies and on their composition, one may think that the outcome will be better that the one currently obtained.

If governance becomes an art of living, the assembly is the Swiss knife to constantly have at hand, whether for a family meeting, an organisation assembly, or a public welfare management committee.

Many citizens could nowadays sit in an assembly and take responsibility for social issues we face.

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