Professional Documents
Culture Documents
The
art of
savoir-relier
32 > QATAR TODAY >AUGUST 2015
"Clara Gaymard,
President of GE
France and VP of GE
International, is also
a good example. In
my book I explain
how she has
developed incredible
savoir-relier abilities,
both personally and
professionally."
There is no recipe to be a
good leader. Leadership is not
a technique: it is a state of being
that translates into acts; it is in her
or his acts of leadership that the
leader exists.
already has a branch campus) in the near
future would be next to impossible given
the time frame it takes to put the whole
programme in place, she says. I have my
hands full now and I need to recruit more
people who will take this forward in the way
I envisage.
Gauthier put to use the principles
early on when she was asked to become
dean of the HEC MBA programme
from 2002 to 2010 at a time when it was
dramatically failing with demoralised
teachers and students. By listening to
and understanding the problems of both
the students and the teachers in order
to find effective solutions, Dr Gauthier
redesigned the MBA curriculum and
restructured it with a view toward future
societal and educational shifts. Under her,
the programme underwent a fundamental
transformation that placed the HEC
MBA among the top MBA programmes
worldwide (FT MBA ranking - 18th in 2011
vs 67th in 2002).
Gauthier goes deeper into the savoirrelier principles and points to the three
main pillars, the three Gs: genuine,
generous and generative. These three
Gs are essential in creating leaders of
tomorrow, she says.
These three ingredients are essential
for building strong, positive relationships
between people and things, she says.
To be genuine, you have to start by being
yourself, being transparent and sincere.
It requires work and a mixture of selfconfidence and humility. To be generous,
you must be trustful of and attentive to
others. A generous attitude leads to the
creation of an open, kind and tolerant
atmosphere where people from different
cultures can work together its a way of
uniting people. Together, genuineness
and generosity create the conditions for
generative leadership that encourages
action, creativity, innovation and a strong
sense of a shared mission.
"Pascal Cagni,
CEO of Apples
European business
from 2000 to 2012,
also demonstrates
the three Gs. Not
only did he foster
an entrepreneurial
environment, but
Apples revenue in
his region increased
from $1.3 billion in
2000 to almost $40
billion in 2012."