Is there any way of predicting the sustainability of teams? That's the challenge Thomas Cretton, deputy director of Valais-based Alpwatt, set himself for his EMBA Master's thesis in management & leadership (HES-SO).
Text by Francesca Sacco
Why did you become interested in team development?
I'm convinced of the importance of good workgroup management, and especially of the need to apply certain best practices in this area. I've noticed that, despite the benevolence that management can show, some leaders struggle to recruit, develop and maintain sustainable, high-performing and committed teams. I needed a concept that was also a management tool. I wanted my work to focus on something concrete and easily applicable.
What was the project?
The idea was to design a self-diagnostic tool linked to the 18 drivers sustainable teams identified in the methodology. The project began in November 2022, with a questionnaire distributed to all staff at Alpwatt, AL Électricité and Starpellet, during a workshop in which the concept of sustainable teams was explained. Each person was asked to refer to these 18 known factors to self-assess how they felt about their team and the organization. A five-level scale was proposed, ranging from the unpredictable team (A) to the sustainable team (E), via the enlightened team (B), the supportive team (C) and the structured team (D).
What did you learn about sustainable teams through this project?
I've come to realize that while some of us may have a natural predisposition to becoming leaders, having influence is a skill that has to be learned. This challenge is all the more demanding as we evolve in a volatile, uncertain, complex and ambiguous (VICA) world. Organizations need to strengthen their human capital to avoid, for example, a rise in turnover or an erosion of talent.
What are you doing differently today as a result of these workshops?
Today, my posture as a leader has evolved towards a greater awareness of the importance of putting meaning into work and supporting employees. I strive to create a benevolent framework to enable each individual to realize his or her full potential and take responsibility, making use of his or her margin of autonomy and power. I'm also more inclined to promote feedback, whether one-to-one or as part of a team. Finally, I try to set a good example by seeking a balance between private and professional life. Work should be a place of fulfillment, where everyone has fun and everyone helps each other out.
Can you give some results?
Overall, the maturity level of the teams in the companies concerned reached Level C, i.e. team solidarity. This means that, on average, the key factors are just perceived as a strength. Among the most evolved factors are customer experience, learning, growth and progress, reliability and teamwork, purpose and shared vision. For leaders, this means fostering an environment where people can test and take ownership of new things by showing them the meaning and purpose of their work, but it's also important to stimulate dialogue by allowing teams to express their needs, to take a leadership posture that acts as a facilitator, and to encourage a culture of supportive leadership throughout the organization, for example.
Key figures
- 93% of staff involved (across the three companies)
- 38 participants in total
- Project start November 2022
- Follow-up and implementation of ongoing measures
The company at a glance
AlpWatt is active in the energy and building sector. It specializes in the consultancy and installation of intelligent renewable energy systems, such as solar photovoltaic, solar thermal, heat pumps, pellet boilers, storage batteries and charging stations.
Let's continue the exchange with Thomas Cretton lt our next MeetUp Actitudes™:
Monday June 19, 11:30 a.m. to 12:30 p.m. (videoconference)
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