{"id":12117,"date":"2026-03-16T16:45:51","date_gmt":"2026-03-16T15:45:51","guid":{"rendered":"https:\/\/paradigm21.ch\/?p=12117"},"modified":"2026-03-16T16:45:58","modified_gmt":"2026-03-16T15:45:58","slug":"leadership-sans-costume","status":"publish","type":"post","link":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/","title":{"rendered":"Leadership sans costume : la responsabilit\u00e9 du l\u00e2cher-prise"},"content":{"rendered":"

Quand la rigidit\u00e9 parle d’agilit\u00e9<\/strong><\/h3>

Il y a une sc\u00e8ne que je vois r\u00e9guli\u00e8rement, et qui me met toujours mal \u00e0 l\u2019aise : un\u00b7e dirigeant\u00b7e dit \u00e0 son \u00e9quipe : \u00ab Il faut \u00eatre plus agile. \u00bb Ou encore : \u00ab Apprenez \u00e0 l\u00e2cher prise. \u00bb Sur le fond, les mots sont justes. Dans un environnement instable, aucune organisation ne peut survivre longtemps en restant rigide. L\u2019adaptabilit\u00e9 est devenue une condition de viabilit\u00e9.<\/p>

Mais dans l\u2019incarnation, quelque chose sonne faux.<\/p>

Ce que ces phrases signifient souvent, implicitement, c\u2019est : ne restez pas accroch\u00e9s \u00e0 votre mani\u00e8re de voir les choses, adaptez-vous\u2026 \u00e0 la mienne. Soyez souples, mais dans la direction que j\u2019ai d\u00e9j\u00e0 choisie. Ouvrez-vous, mais vers la solution que je consid\u00e8re comme la bonne.<\/p>

On demande de l\u2019agilit\u00e9 depuis une posture rigide.<\/p>

On parle de l\u00e2cher prise sans se l\u2019appliquer \u00e0 soi-m\u00eame.<\/p>

Ce d\u00e9calage est subtil. Et pourtant, il ab\u00eeme profond\u00e9ment la cr\u00e9dibilit\u00e9 du leadership.<\/p>

Autre sc\u00e8ne, tout aussi fr\u00e9quente : un\u00b7e dirigeant\u00b7e cherche un coach pour \u00ab travailler mes \u00e9quipes \u00bb. Les rendre plus strat\u00e9giques. Plus responsables. Plus align\u00e9es. Moins r\u00e9sistantes. Plus performantes. L\u2019intention est rarement malveillante. Elle part souvent d\u2019un vrai d\u00e9sir d\u2019am\u00e9lioration.<\/p>

Mais derri\u00e8re la demande se glisse une hypoth\u00e8se implicite : ma mani\u00e8re de diriger est la bonne. Si les autres adoptaient ma vision du monde, ma lecture des enjeux, mes crit\u00e8res de d\u00e9cision, tout irait mieux. R\u00e9duire la complexit\u00e9 \u00e0 une seule vision, m\u00eame brillante, affaiblit le syst\u00e8me au lieu de le renforcer.<\/p>

C\u2019est souvent \u00e0 cet endroit que commence le travail dans un accompagnement : non pas en apportant imm\u00e9diatement des solutions, mais en aidant une \u00e9quipe dirigeante \u00e0 voir les hypoth\u00e8ses implicites qui orientent d\u00e9j\u00e0 ses d\u00e9cisions. Tant que ces cadres de pens\u00e9e restent invisibles, les solutions produisent simplement davantage du m\u00eame r\u00e9sultat.<\/p>

C\u2019est un m\u00e9canisme presque invisible. Et pourtant profond\u00e9ment rigide.<\/p>

Les diff\u00e9rents visages du leadership<\/strong><\/h3>

Chaque style de leadership repose sur une certaine vision du monde. Une mani\u00e8re de d\u00e9finir ce qui doit \u00eatre prot\u00e9g\u00e9, ce qui doit \u00eatre structur\u00e9, ce qui doit \u00eatre acc\u00e9l\u00e9r\u00e9, ce qui doit \u00eatre harmonis\u00e9.<\/p>

On peut observer plusieurs grands styles de leadership :<\/p>

  • Le leadership qui prot\u00e8ge le groupe, qui valorise l\u2019appartenance, la loyaut\u00e9, la transmission. Il est pr\u00e9cieux dans les moments o\u00f9 l\u2019identit\u00e9 collective est fragile.<\/li>\n\n
  • Le leadership qui tranche, qui d\u00e9cide vite, qui assume la confrontation. Il devient n\u00e9cessaire quand l\u2019organisation est paralys\u00e9e ou en crise.<\/li>\n\n
  • Le leadership gestionnaire, attach\u00e9 aux r\u00e8gles, aux processus, \u00e0 la fiabilit\u00e9. Il s\u00e9curise et stabilise.<\/li>\n\n
  • Le leadership entrepreneur, orient\u00e9 performance, focalis\u00e9 sur les r\u00e9sultats, l\u2019efficacit\u00e9, la conqu\u00eate. Il innove, dynamise et fait avancer.<\/li>\n\n
  • Le leadership relationnel, attentif aux dynamiques humaines, \u00e0 l\u2019inclusion, \u00e0 la coop\u00e9ration. Il restaure la confiance et la coh\u00e9sion.<\/li>\n\n
  • Le leadership syst\u00e9mique, capable de tenir ensemble ces logiques, de naviguer dans la complexit\u00e9 sans chercher \u00e0 simplifier excessivement.<\/li><\/ul>

    Aucun de ces styles n\u2019est \u201cle bon\u201d. Chacun devient pertinent dans certaines situations. La Spirale Dynamique propose une lecture \u00e9volutive de ces diff\u00e9rents \u00ab\u00a0visages\u00a0\u00bb ou \u00ab\u00a0paradigmes\u00a0\u00bb du leadership, non pour en sacraliser un, mais pour comprendre comment ils se compl\u00e8tent et comment un\u00b7e leader peut apprendre \u00e0 circuler entre eux.<\/p>

    La rigidit\u00e9 n\u2019est pas l\u2019inverse de l\u2019agilit\u00e9. Elle appara\u00eet lorsque l\u2019on absolutise l\u2019un de ces styles, lorsque l\u2019on croit que sa mani\u00e8re de voir est la seule l\u00e9gitime.

    Et si le paradigme que nous appelons \u201cperformance\u201d \u00e9tait lui-m\u00eame en fin de cycle ?<\/p>

    Changer d\u2019approche ne suffit pas<\/strong><\/h3>

    Ce que je regarde en premier, lorsque je rencontre un comit\u00e9 de direction, n\u2019est pas la qualit\u00e9 de leur strat\u00e9gie ni leur niveau d\u2019ambition. Ce qui m\u2019int\u00e9resse d\u2019abord, c\u2019est leur capacit\u00e9 \u00e0 se remettre en question – non pas de mani\u00e8re cosm\u00e9tique, mais en profondeur.<\/p>

    Peuvent-ils dire, sans se sentir fragilis\u00e9s, \u00ab je ne sais pas \u00bb ? Peuvent-ils admettre qu\u2019ils sont parfois d\u00e9pass\u00e9s par la complexit\u00e9 qu\u2019ils ont eux-m\u00eames contribu\u00e9 \u00e0 cr\u00e9er ? Peuvent-ils envisager que leur mani\u00e8re de voir le monde, le travail et l\u2019organisation devra \u00e9voluer \u2014 m\u00eame s\u2019ils ne savent pas encore vers quoi ?<\/p>

    On confond souvent le l\u00e2cher-prise avec un changement d\u2019outil ou de m\u00e9thode. On passe d\u2019un management directif \u00e0 un management participatif, d\u2019un pilotage par le contr\u00f4le \u00e0 un pilotage par la confiance, d\u2019une organisation pyramidale \u00e0 une organisation plus distribu\u00e9e.<\/p>

    Mais ces d\u00e9placements restent superficiels si le paradigme sous-jacent ne bouge pas.<\/p>

    Dans un comit\u00e9 de direction, cela se traduit tr\u00e8s concr\u00e8tement : on peut changer les m\u00e9thodes de r\u00e9union, introduire des outils de d\u00e9cision collective ou clarifier les r\u00f4les. Mais si la mani\u00e8re de regarder les probl\u00e8mes reste la m\u00eame, les tensions r\u00e9apparaissent simplement ailleurs.<\/p>

    On peut adopter le vocabulaire de l\u2019agilit\u00e9, de l\u2019intelligence collective ou du leadership partag\u00e9 tout en restant convaincu que l\u2019on d\u00e9tient la meilleure solution. On peut parler d\u2019autonomie tout en conservant la main sur toutes les d\u00e9cisions structurantes. On peut afficher de l\u2019ouverture tout en orientant subtilement le d\u00e9bat vers l\u2019issue que l\u2019on avait d\u00e9j\u00e0 choisie.<\/p>

    La posture face \u00e0 l\u2019incertitude<\/strong><\/h3>

    Le v\u00e9ritable enjeu n\u2019est donc pas m\u00e9thodologique, il est postural. Il concerne la mani\u00e8re dont un\u00b7e leader se tient int\u00e9rieurement face \u00e0 l\u2019incertitude. L\u00e2cher prise ne signifie ni abdiquer sa responsabilit\u00e9 ni diluer son autorit\u00e9. Cela signifie accepter que sa lecture de la situation soit partielle, situ\u00e9e, marqu\u00e9e par sa fa\u00e7on de voir et percevoir le monde. Cela suppose de tol\u00e9rer l\u2019inconfort de ne pas avoir imm\u00e9diatement la r\u00e9ponse, de r\u00e9sister \u00e0 la tentation de refermer trop vite une question simplement parce que l\u2019ambigu\u00eft\u00e9 est difficile \u00e0 porter.<\/p>

    Cette posture demande une forme de maturit\u00e9 int\u00e9rieure : \u00eatre capable de d\u00e9cider sans s\u2019identifier \u00e0 sa d\u00e9cision, d\u2019\u00e9couter sans pr\u00e9parer d\u00e9j\u00e0 sa d\u00e9fense, de tenir un cadre tout en acceptant qu\u2019il puisse \u00eatre transform\u00e9. Autrement dit, reconna\u00eetre que ce qui a fonctionn\u00e9 hier ne constitue pas une garantie pour demain, et que s\u2019agripper \u00e0 ses certitudes revient souvent \u00e0 amplifier les dynamiques que l\u2019on pr\u00e9tend vouloir corriger.<\/p>

    La qualit\u00e9 que je cherche est simple et exigeante \u00e0 la fois : savoir que l\u2019on ne sait pas. C\u2019est l\u00e0 que commence le v\u00e9ritable l\u00e2cher-prise : non pas dans le passage d\u2019une solution \u00e0 une autre, mais dans le passage du connu vers l\u2019inconnu, avec la lucidit\u00e9 que cette travers\u00e9e transformera aussi celui ou celle qui la conduit.<\/p>

    Car rester dans l\u2019incertitude sans se crisper est une comp\u00e9tence rare. Et cela demande du courage.<\/p>

    Dans un accompagnement de transformation, cette posture change la nature m\u00eame du travail. Il ne s\u2019agit plus seulement d\u2019am\u00e9liorer l\u2019organisation ou de fluidifier les d\u00e9cisions, mais de cr\u00e9er un espace o\u00f9 les dirigeant\u00b7es peuvent observer leur propre mani\u00e8re d\u2019intervenir dans le syst\u00e8me. Car un\u00b7e leader ne transforme pas seulement une organisation par ce qu\u2019il\/elle d\u00e9cide, mais par la posture depuis laquelle il\/elle d\u00e9cide.<\/p>

    Premier pas : apprendre \u00e0 danser avec la situation<\/strong><\/h3>

    Dans un monde instable, le leadership ne peut plus \u00eatre monolithique. Il ne s\u2019agit pas d’\u00eatre \u00ab plus collaboratif \u00bb ou \u00ab plus directif \u00bb. Il s\u2019agit de d\u00e9velopper une capacit\u00e9 \u00e0 changer de posture selon les situations.<\/p>

    Le leadership situationnel en donne une premi\u00e8re formulation : adapter son style au niveau de maturit\u00e9 et d\u2019autonomie de ses interlocuteurs. L\u2019intuition est juste. Mais appliqu\u00e9e m\u00e9caniquement, elle devient une technique.<\/p>

    Ce qui est en jeu est plus profond.<\/p>

    Il s\u2019agit d\u2019apprendre \u00e0 danser avec le r\u00e9el.<\/p>

    Danser entre initiative et \u00e9coute. Entre pr\u00e9sence et retrait. Entre cadrage et ouverture. Prendre la d\u00e9cision quand le syst\u00e8me en a besoin. S\u2019effacer quand il peut apprendre par lui-m\u00eame. Soutenir sans \u00e9touffer. Questionner sans d\u00e9stabiliser inutilement. Confronter sans humilier.<\/p>

    Cette danse demande une grande lucidit\u00e9 int\u00e9rieure. Dans la pratique, cela se joue dans des moments tr\u00e8s simples : d\u00e9cider quand intervenir dans une discussion et quand laisser le groupe chercher, poser une question plut\u00f4t qu\u2019apporter une r\u00e9ponse, ou accepter de ralentir une d\u00e9cision pour clarifier ce qui est r\u00e9ellement en jeu.<\/p>

    Savoir reconna\u00eetre quand j\u2019interviens par responsabilit\u00e9 \u2014 et quand j\u2019interviens par peur. Quand je me retire par confiance \u2014 et quand je me retire par \u00e9vitement.<\/p>

    C\u2019est l\u00e0 que le leadership devient vivant.<\/p>

    Deuxi\u00e8me pas : danser sans costume<\/strong><\/h3>

    Il existe une confusion fr\u00e9quente entre le pouvoir et le r\u00f4le. Beaucoup de leaders finissent par s\u2019identifier enti\u00e8rement au costume qu\u2019ils portent : la fonction, le titre, la l\u00e9gitimit\u00e9 formelle. Ce costume donne une structure, une autorit\u00e9, une place dans l\u2019organigramme. Il rassure. Il prot\u00e8ge. Il cr\u00e9e une distance.<\/p>

    Mais dans des environnements complexes, le costume ne suffit plus.<\/p>

    La position hi\u00e9rarchique permet de trancher. Elle ne garantit ni la justesse de la d\u00e9cision, ni la qualit\u00e9 de l\u2019espace dans lequel les autres peuvent penser. Or c\u2019est souvent l\u00e0 que se joue le v\u00e9ritable leadership : dans la capacit\u00e9 \u00e0 cr\u00e9er les conditions d\u2019une intelligence collective qui d\u00e9passe la sienne.<\/p>

    Danser sans costume ne signifie pas renoncer \u00e0 son r\u00f4le. Cela signifie ne pas s\u2019y r\u00e9duire. C’est un leadership lucide, qui sait qu\u2019il est situ\u00e9, qu\u2019il est partiel, qu\u2019il est travers\u00e9 par ses propres angles morts.<\/p>

    Un leadership qui accepte que le monde change plus vite que ses certitudes.<\/p>

    Un leadership qui assume pleinement sa responsabilit\u00e9 \u2014 sans pr\u00e9tendre d\u00e9tenir toutes les r\u00e9ponses. Cela suppose de renoncer \u00e0 \u00eatre la r\u00e9f\u00e9rence unique. Et ce renoncement n\u2019est pas confortable.<\/p>

    Car si je continue \u00e0 m\u2019agripper \u00e0 ma mani\u00e8re de penser, \u00e0 ma vision du monde, \u00e0 ma d\u00e9finition du succ\u00e8s, je produirai davantage de la m\u00eame chose. Je renforcerai les m\u00e9canismes d\u00e9j\u00e0 en place dans l\u2019organisation. Et si ces m\u00e9canismes g\u00e9n\u00e8rent de la rigidit\u00e9, du d\u00e9sengagement ou de la fragmentation, je n\u2019en serai pas seulement le t\u00e9moin, j\u2019en serai aussi le facteur d\u2019amplification.<\/p>

    C\u2019est une id\u00e9e difficile \u00e0 accepter. Mais elle change tout. La vraie question n\u2019est pas : comment apprendre \u00e0 l\u00e2cher prise ? Mais plut\u00f4t : \u00e0 quoi suis-je encore agripp\u00e9, qui m\u2019emp\u00eache d\u2019\u00e9voluer avec le syst\u00e8me que je pr\u00e9tends diriger ?<\/p>","protected":false},"excerpt":{"rendered":"

    Quand la rigidit\u00e9 parle d’agilit\u00e9 Il y a une sc\u00e8ne que je vois r\u00e9guli\u00e8rement, et qui me met toujours mal \u00e0 l\u2019aise : un\u00b7e dirigeant\u00b7e…<\/p>\n","protected":false},"author":10,"featured_media":12112,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[69],"tags":[116,117],"class_list":["post-12117","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-articles","tag-leadership-situationnel","tag-performance-collective",""],"yoast_head":"\nLeadership sans costume : la responsabilit\u00e9 du l\u00e2cher-prise - Paradigm21<\/title>\n<meta name=\"description\" content=\"Une r\u00e9flexion sur le leadership contemporain : apprendre \u00e0 l\u00e2cher prise, questionner ses paradigmes et diriger avec lucidit\u00e9.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Leadership sans costume : la responsabilit\u00e9 du l\u00e2cher-prise\" \/>\n<meta property=\"og:description\" content=\"Une r\u00e9flexion sur le leadership contemporain : apprendre \u00e0 l\u00e2cher prise, questionner ses paradigmes et diriger avec lucidit\u00e9.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/\" \/>\n<meta property=\"og:site_name\" content=\"Paradigm21\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/paradigm21.ch\" \/>\n<meta property=\"article:published_time\" content=\"2026-03-16T15:45:51+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2026-03-16T15:45:58+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2026\/03\/Leadership-sans-costume-scaled.png\" \/>\n\t<meta property=\"og:image:width\" content=\"2560\" \/>\n\t<meta property=\"og:image:height\" content=\"884\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"author\" content=\"Marc Mathys\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"\u00c9crit par\" \/>\n\t<meta name=\"twitter:data1\" content=\"Marc Mathys\" \/>\n\t<meta name=\"twitter:label2\" content=\"Dur\u00e9e de lecture estim\u00e9e\" \/>\n\t<meta name=\"twitter:data2\" content=\"9 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/\",\"url\":\"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/\",\"name\":\"Leadership sans costume : la responsabilit\u00e9 du l\u00e2cher-prise - Paradigm21\",\"isPartOf\":{\"@id\":\"https:\/\/paradigm21.ch\/fr\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/#primaryimage\"},\"image\":{\"@id\":\"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2026\/03\/Leadership-sans-costume-scaled.png\",\"datePublished\":\"2026-03-16T15:45:51+00:00\",\"dateModified\":\"2026-03-16T15:45:58+00:00\",\"author\":{\"@id\":\"https:\/\/paradigm21.ch\/fr\/#\/schema\/person\/7fe66553c3c313bde0b62ad809f13f7b\"},\"description\":\"Une r\u00e9flexion sur le leadership contemporain : apprendre \u00e0 l\u00e2cher prise, questionner ses paradigmes et diriger avec lucidit\u00e9.\",\"breadcrumb\":{\"@id\":\"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/#breadcrumb\"},\"inLanguage\":\"fr-FR\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/\"]}]},{\"@type\":\"ImageObject\",\"inLanguage\":\"fr-FR\",\"@id\":\"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/#primaryimage\",\"url\":\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2026\/03\/Leadership-sans-costume-scaled.png\",\"contentUrl\":\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2026\/03\/Leadership-sans-costume-scaled.png\",\"width\":2560,\"height\":884},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Accueil\",\"item\":\"https:\/\/paradigm21.ch\/fr\/accueil\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Leadership sans costume : la responsabilit\u00e9 du l\u00e2cher-prise\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\/\/paradigm21.ch\/fr\/#website\",\"url\":\"https:\/\/paradigm21.ch\/fr\/\",\"name\":\"Paradigm21\",\"description\":\"\",\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\/\/paradigm21.ch\/fr\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"fr-FR\"},{\"@type\":\"Person\",\"@id\":\"https:\/\/paradigm21.ch\/fr\/#\/schema\/person\/7fe66553c3c313bde0b62ad809f13f7b\",\"name\":\"Marc Mathys\",\"image\":{\"@type\":\"ImageObject\",\"inLanguage\":\"fr-FR\",\"@id\":\"https:\/\/paradigm21.ch\/fr\/#\/schema\/person\/image\/\",\"url\":\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2024\/12\/marc-avatar.jpg\",\"contentUrl\":\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2024\/12\/marc-avatar.jpg\",\"caption\":\"Marc Mathys\"},\"description\":\"Specialized in the diagnosis and supporting transformation, I combine Spiral Dynamics, Integral Vision with a human and holarchic approach to organizations. I founded Paradigm21 in 2018 to share 3 years of experience in creating and managing a \\\"distributed\\\" organization. I am committed to supporting the transformation of our society and its institutions. What motivated me to choose to accompany the emergence of a new paradigm Many of us are becoming increasingly aware of the environmental impact of our lifestyles, our food consumption, our energy use and our carbon footprint. A good number of years ago and like so many others, I started a (too) slow shift of my habits towards a fairer, more local, more sustainable consumption. Even though I still see many inconsistencies in my life choices, I am trying to bring awareness and acceptance of my imperfection. It would be wonderful if everyone took this same path, at their own pace and in their own way. Unfortunately however, this would not be enough. The challenges facing humanity and our planet are much greater, whether we are talking about global warming, the disappearance of species or the socio-economic disparities between the different layers of our societies as well as between rich and poor countries. I fear that the individual actions and citizen movements that are underway are far too slow to respond to the urgency of the current situation. In other words, if we don't find a way to get the economy on board, the future does not look good. However, the capitalist system as it was established in the 20th century tends to systematically privilege short-term gains and the creation of shareholder value to the detriment of any other measure. I am not advocating killing capitalism, but there is one principle that needs to be urgently reviewed. It is the one that allows companies to redistribute economic gains to shareholders while the negative impact of economic activities on the environment, health and society is ignored in the balance sheet of economic activity and becomes the responsibility of governments that try as best they can to limit the damage, but without giving themselves the means to do so since they are themselves primarily at the service of the economy. I am certain that the solution will come from the companies themselves and the people within them. What is needed to ensure that the awareness and lifestyle choices of individual employees are also translated into responsible behavior by the companies in which they work? There is very little missing in my opinion. What is needed is a shift in decision-making power from a small group of shareholders to a larger number of employees who are committed to taking their individual and collective responsibilities seriously. It is therefore urgent to put people at the center of the organization and to make room for collective intelligence in strategic choices. But this should not be at the expense of shareholders. As consumption choices also evolve, it will sooner or later become a simple matter of economic survival to be committed to a sustainable activity rather than continuing with the status quo. The new cultural and structural paradigm of organizations that we are accompanying is certainly a way to accelerate this change by starting to put people at the center. I am convinced that the transformation of organizations is a Trojan horse in the world of business and public authorities to enable a societal transformation on a much larger scale. The professional career that led me to do this activityLe parcours professionnel qui m'a amen\u00e9 \u00e0 exercer mon activit\u00e9 With an engineering degree and an MBA in my pocket, nothing predestined me for this line of work. I dreamt about it for a while during my one-year training as a professional coach, but as I didn't know where to start, I did absolutely nothing. I then moved into conscious entrepreneurship by co-founding ArboLife (the forerunner of Paradigm21) in 2015, which was recognized as a pioneer of the emerging paradigm of organizations in Switzerland. In 2018, it was after following a multitude of synchronicities that I was first inspired to co-create a training on distributed organizations, then attracted our first customers and finally co-found Paradigm21 by inviting other members to come and co-construct the company that we currently know. What is interesting about this experience is that there was never a strategy or goal to do coaching or training in this area, we just responded to what came our way by putting one foot in front of the other. Along the way, however, we have developed common visions for Paradigm21 but these are regularly updated to reflect the reality we experience. The biggest challenge I've faced in my evolution Although I was the initiator of new organizational practices in the different structures that I co-founded, I kept tripping over my old automatisms inherited from a previous career and the management jobs that I held. And today, almost 6 years after I started and despite my experience in training and accompanying other organizations on this same path, I continue to discover behaviors that I have in certain situations that do not support our own way of operating. Every time I think I've covered all the mistakes that can be made on this path of internal and organizational transformation, I stumble upon one more example of a trap I've fallen into. It is thanks to the tensions that my behaviors generate and to the feedbacks of my colleagues, which can be both benevolent and sometimes a little ruthless, that new opportunities for my own evolution are revealed. My favorite book I have many \\\"favorite\\\" books, but one of my latest finds is \\\"The Surrender Experiment\\\" by Micheal Singer. I devoured this book in the summer of 2021 and loved the way the author recounts a 30+ year career path in which he let go of every major decision. That is, instead of having a strategy and executing it by putting aside \\\"non-priority\\\" opportunities, he systematically accepted the opportunities that life presented to him, even if (and especially if) they went against what he had consciously chosen to do. And the result speaks for itself. Following one synchronicity after another, the sequence of events that have occurred is mind-boggling and of a nature that we, too, should trust life and let things that arise spontaneously unfold. If I could have a super power, it would be... To have a magic wand that allows me to free all the people I interact with from limiting beliefs that they are not aware of and open the doors to a world in which they are free to be who they really are and do what matters to them. Of course, I would first test this magic wand on myself. One thing from my bucket list To live a minimalist life in a Tiny House close to nature and with a garden to grow most of the fruits and vegetables to feed myself. The goal is not necessarily autonomy, but at least to drastically reduce my carbon footprint in relation to my consumption and my lifestyle.\",\"url\":\"https:\/\/paradigm21.ch\/fr\/team\/marc-mathys\/\"}]}<\/script>\n<!-- \/ Yoast SEO Premium plugin. -->","yoast_head_json":{"title":"Leadership sans costume : la responsabilit\u00e9 du l\u00e2cher-prise - Paradigm21","description":"Une r\u00e9flexion sur le leadership contemporain : apprendre \u00e0 l\u00e2cher prise, questionner ses paradigmes et diriger avec lucidit\u00e9.","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/","og_locale":"fr_FR","og_type":"article","og_title":"Leadership sans costume : la responsabilit\u00e9 du l\u00e2cher-prise","og_description":"Une r\u00e9flexion sur le leadership contemporain : apprendre \u00e0 l\u00e2cher prise, questionner ses paradigmes et diriger avec lucidit\u00e9.","og_url":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/","og_site_name":"Paradigm21","article_publisher":"https:\/\/www.facebook.com\/paradigm21.ch","article_published_time":"2026-03-16T15:45:51+00:00","article_modified_time":"2026-03-16T15:45:58+00:00","og_image":[{"width":2560,"height":884,"url":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2026\/03\/Leadership-sans-costume-scaled.png","type":"image\/png"}],"author":"Marc Mathys","twitter_card":"summary_large_image","twitter_misc":{"\u00c9crit par":"Marc Mathys","Dur\u00e9e de lecture estim\u00e9e":"9 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"WebPage","@id":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/","url":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/","name":"Leadership sans costume : la responsabilit\u00e9 du l\u00e2cher-prise - Paradigm21","isPartOf":{"@id":"https:\/\/paradigm21.ch\/fr\/#website"},"primaryImageOfPage":{"@id":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/#primaryimage"},"image":{"@id":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/#primaryimage"},"thumbnailUrl":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2026\/03\/Leadership-sans-costume-scaled.png","datePublished":"2026-03-16T15:45:51+00:00","dateModified":"2026-03-16T15:45:58+00:00","author":{"@id":"https:\/\/paradigm21.ch\/fr\/#\/schema\/person\/7fe66553c3c313bde0b62ad809f13f7b"},"description":"Une r\u00e9flexion sur le leadership contemporain : apprendre \u00e0 l\u00e2cher prise, questionner ses paradigmes et diriger avec lucidit\u00e9.","breadcrumb":{"@id":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/#breadcrumb"},"inLanguage":"fr-FR","potentialAction":[{"@type":"ReadAction","target":["https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/"]}]},{"@type":"ImageObject","inLanguage":"fr-FR","@id":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/#primaryimage","url":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2026\/03\/Leadership-sans-costume-scaled.png","contentUrl":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2026\/03\/Leadership-sans-costume-scaled.png","width":2560,"height":884},{"@type":"BreadcrumbList","@id":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/leadership-sans-costume\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Accueil","item":"https:\/\/paradigm21.ch\/fr\/accueil\/"},{"@type":"ListItem","position":2,"name":"Leadership sans costume : la responsabilit\u00e9 du l\u00e2cher-prise"}]},{"@type":"WebSite","@id":"https:\/\/paradigm21.ch\/fr\/#website","url":"https:\/\/paradigm21.ch\/fr\/","name":"Paradigm21","description":"","potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/paradigm21.ch\/fr\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"fr-FR"},{"@type":"Person","@id":"https:\/\/paradigm21.ch\/fr\/#\/schema\/person\/7fe66553c3c313bde0b62ad809f13f7b","name":"Marc Mathys","image":{"@type":"ImageObject","inLanguage":"fr-FR","@id":"https:\/\/paradigm21.ch\/fr\/#\/schema\/person\/image\/","url":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2024\/12\/marc-avatar.jpg","contentUrl":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2024\/12\/marc-avatar.jpg","caption":"Marc Mathys"},"description":"Specialized in the diagnosis and supporting transformation, I combine Spiral Dynamics, Integral Vision with a human and holarchic approach to organizations. I founded Paradigm21 in 2018 to share 3 years of experience in creating and managing a \"distributed\" organization. I am committed to supporting the transformation of our society and its institutions. What motivated me to choose to accompany the emergence of a new paradigm Many of us are becoming increasingly aware of the environmental impact of our lifestyles, our food consumption, our energy use and our carbon footprint. A good number of years ago and like so many others, I started a (too) slow shift of my habits towards a fairer, more local, more sustainable consumption. Even though I still see many inconsistencies in my life choices, I am trying to bring awareness and acceptance of my imperfection. It would be wonderful if everyone took this same path, at their own pace and in their own way. Unfortunately however, this would not be enough. The challenges facing humanity and our planet are much greater, whether we are talking about global warming, the disappearance of species or the socio-economic disparities between the different layers of our societies as well as between rich and poor countries. I fear that the individual actions and citizen movements that are underway are far too slow to respond to the urgency of the current situation. In other words, if we don't find a way to get the economy on board, the future does not look good. However, the capitalist system as it was established in the 20th century tends to systematically privilege short-term gains and the creation of shareholder value to the detriment of any other measure. I am not advocating killing capitalism, but there is one principle that needs to be urgently reviewed. It is the one that allows companies to redistribute economic gains to shareholders while the negative impact of economic activities on the environment, health and society is ignored in the balance sheet of economic activity and becomes the responsibility of governments that try as best they can to limit the damage, but without giving themselves the means to do so since they are themselves primarily at the service of the economy. I am certain that the solution will come from the companies themselves and the people within them. What is needed to ensure that the awareness and lifestyle choices of individual employees are also translated into responsible behavior by the companies in which they work? There is very little missing in my opinion. What is needed is a shift in decision-making power from a small group of shareholders to a larger number of employees who are committed to taking their individual and collective responsibilities seriously. It is therefore urgent to put people at the center of the organization and to make room for collective intelligence in strategic choices. But this should not be at the expense of shareholders. As consumption choices also evolve, it will sooner or later become a simple matter of economic survival to be committed to a sustainable activity rather than continuing with the status quo. The new cultural and structural paradigm of organizations that we are accompanying is certainly a way to accelerate this change by starting to put people at the center. I am convinced that the transformation of organizations is a Trojan horse in the world of business and public authorities to enable a societal transformation on a much larger scale. The professional career that led me to do this activityLe parcours professionnel qui m'a amen\u00e9 \u00e0 exercer mon activit\u00e9 With an engineering degree and an MBA in my pocket, nothing predestined me for this line of work. I dreamt about it for a while during my one-year training as a professional coach, but as I didn't know where to start, I did absolutely nothing. I then moved into conscious entrepreneurship by co-founding ArboLife (the forerunner of Paradigm21) in 2015, which was recognized as a pioneer of the emerging paradigm of organizations in Switzerland. In 2018, it was after following a multitude of synchronicities that I was first inspired to co-create a training on distributed organizations, then attracted our first customers and finally co-found Paradigm21 by inviting other members to come and co-construct the company that we currently know. What is interesting about this experience is that there was never a strategy or goal to do coaching or training in this area, we just responded to what came our way by putting one foot in front of the other. Along the way, however, we have developed common visions for Paradigm21 but these are regularly updated to reflect the reality we experience. The biggest challenge I've faced in my evolution Although I was the initiator of new organizational practices in the different structures that I co-founded, I kept tripping over my old automatisms inherited from a previous career and the management jobs that I held. And today, almost 6 years after I started and despite my experience in training and accompanying other organizations on this same path, I continue to discover behaviors that I have in certain situations that do not support our own way of operating. Every time I think I've covered all the mistakes that can be made on this path of internal and organizational transformation, I stumble upon one more example of a trap I've fallen into. It is thanks to the tensions that my behaviors generate and to the feedbacks of my colleagues, which can be both benevolent and sometimes a little ruthless, that new opportunities for my own evolution are revealed. My favorite book I have many \"favorite\" books, but one of my latest finds is \"The Surrender Experiment\" by Micheal Singer. I devoured this book in the summer of 2021 and loved the way the author recounts a 30+ year career path in which he let go of every major decision. That is, instead of having a strategy and executing it by putting aside \"non-priority\" opportunities, he systematically accepted the opportunities that life presented to him, even if (and especially if) they went against what he had consciously chosen to do. And the result speaks for itself. Following one synchronicity after another, the sequence of events that have occurred is mind-boggling and of a nature that we, too, should trust life and let things that arise spontaneously unfold. If I could have a super power, it would be... To have a magic wand that allows me to free all the people I interact with from limiting beliefs that they are not aware of and open the doors to a world in which they are free to be who they really are and do what matters to them. Of course, I would first test this magic wand on myself. One thing from my bucket list To live a minimalist life in a Tiny House close to nature and with a garden to grow most of the fruits and vegetables to feed myself. The goal is not necessarily autonomy, but at least to drastically reduce my carbon footprint in relation to my consumption and my lifestyle.","url":"https:\/\/paradigm21.ch\/fr\/team\/marc-mathys\/"}]}},"_links":{"self":[{"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/posts\/12117","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/users\/10"}],"replies":[{"embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/comments?post=12117"}],"version-history":[{"count":2,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/posts\/12117\/revisions"}],"predecessor-version":[{"id":12121,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/posts\/12117\/revisions\/12121"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/media\/12112"}],"wp:attachment":[{"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/media?parent=12117"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/categories?post=12117"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/tags?post=12117"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}