{"id":208681,"date":"2026-05-07T09:29:51","date_gmt":"2026-05-07T07:29:51","guid":{"rendered":"https:\/\/actitudes.ch\/?p=208681"},"modified":"2026-05-07T09:59:43","modified_gmt":"2026-05-07T07:59:43","slug":"inspiring-applied-and-impactful-leadership-from-managerial-intent-to-results-within-teams","status":"publish","type":"post","link":"https:\/\/actitudes.ch\/en\/leadership-inspirant-applique-et-impactant-de-lintention-manageriale-aux-resultats-au-sein-des-equipes\/","title":{"rendered":"Inspiring, applied, and impactful Leadership: from managerial intent to results within teams"},"content":{"rendered":"
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On Monday, April 27, our last MeetUp took place, during which we had the chance to listen and share with Thomas Mudry, Head of OIKEN Solutions SA, who played along and shared with us some observations and challenges arising from the<\/span> work he carried out with his teams, based on the 18 key factors for sustainable teams. During this work, Thomas first carried out:<\/span><\/p>\n

\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \ud83d\udcca a team diagnosis (TeamScan<\/strong>), t<\/span>hen secondly<\/span><\/p>\n

\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \ud83d\udcca a Manager diagnosis (LeaderScan<\/strong>)\u00a0<\/span><\/p>\n

Using these two diagnostic tools was interesting for him and allowed several observations to emerge, particularly around:<\/span><\/p>\n

The gap between what the Leader thinks they are doing and what the team perceives.<\/strong><\/p>\n

One of the challenges Thomas encountered and which we discussed in this MeetUp was the following:<\/span><\/p>\n

Promoting a high-performing team member to a team leader position is not necessarily the only choice to prioritize to value the person's work and the organization. This can even potentially turn into a \u201cdouble loss\u201d for the organization...<\/strong><\/h4>\n

One of the notable points emerging from his work could be summarized as follows:<\/span><\/p>\n

The typical error \/ false belief: Good team member to Leader = positive evolution.\u00a0<\/b><\/p>\n

= this is not necessarily true and can even result in a double loss for the organization:<\/span><\/p>\n

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  1. loss of the good team member\u2026<\/span><\/li>\n
  2. gain of a \u201cbad\u201d leader\u2026.<\/span><\/li>\n<\/ol>\n

    Challenges: <\/b>difficulty for the good team member to \u201cleave the team\u201d, mourning \u201ctechnicality\u201d = paradox of promotion. A good team member does not necessarily make a good manager.\u00a0<\/span><\/p>\n

    On this shared theme, the MeetUp group was invited to discuss and contribute around the following reflection questions:<\/span><\/h4>\n

    \u2753Have you already observed this in your environments?\u00a0<\/span><\/p>\n

    \u2753If yes, how do you manage this in your organizations?\u00a0<\/span><\/p>\n

    \u2753If no, how do you avoid it?<\/span><\/p>\n

    \u00a0<\/p>\n<\/div>

    \n

    \u00a0<\/h4>\n

    Here are some elements that emerged from this exchange:<\/strong><\/p>\n