A la rencontre des leaders… augmentés
Le monde bouge toujours plus et toujours plus vite. Les crises climatiques, sociétales, politiques ou sanitaires se succèdent. Et le leadership tel que nous le connaissions est mort.
Dans ce contexte, Laurent Chouraqui, coach et professeur affilié à l'ESCP, a décidé d'aller à la rencontre de leaders inspirants, de femmes et d'hommes qui ont ce truc en plus qui fait d'eux des leaders augmentés.
Issus du monde associatif, sportif, culturel et économique, ils ont pris des paris qui semblaient fous. Et les ont réussis à force d'audace, de créativité ajoutées d'une énergie contagieuse. Une sacré dose d'inspiration pour autant d'espoir.
A la rencontre des leaders… augmentés
Etienne Thobois
Les Jeux olympiques de Paris sont encore dans les mémoires, avec toutes les émotions associées. Au rang de ceux qui ont incontestablement contribué au succès de l’évènement figure Etienne Thobois, qui serait le premier violon d’un orchestre dont Tony Estanguet aurait était le chef.
Sportif de haut niveau dans le badminton, participant aux JO d'Atlanta en 1996, il connaît les arcanes de l’organisation de grands événements sportifs, à l'image des mondiaux d’athlétisme en 2003 ou de la coupe de monde de rugby en 2007 en France.
Directeur général du COJO Paris 2024, il nous raconte les coulisses de cette aventure qui aura duré 10 ans. Faisant preuve d'une détermination de tous les instants.
Bonjour et bienvenue dans ce nouvel épisode de A la recherche des leaders augmentés consacré aujourd'hui à Étienne Taubois. Étienne Taubois, vous le connaissez sans le connaître. Si je vous dis Jeux Olympiques de Paris 2024, Kojo ou encore Tony Estanguay, vous me respondiez Etienne Taubois naturellement, qui is the point common to this. He is in fact the director general committee d'organisation of Jews Olympic and Paralympics Paris 2024. Consid for being a great expert in the sportify, he has participated at the organisation of Mondial d'athlétisme at Paris in 2003, at the direction générale of the Coupe du Monde de Rugby in 2007 sous la ferrule of Bernard Lapace, but also and the campaign of the candidature of the Ville Lumière en 2012, which has sans doubt decisive version of Paris 2024. Number one français of Badminton of 1991 to 1994, Etienne Taubois has been part of the meilleur European and representing the France in the Jews Olympics d'Atlanta in 1996. And we have sans doubt obligated the bashing initial design. But after all, I would demand what vision you have of leadership.
Speaker 02:It's a vast question. The question of leadership. In sport, the leader is, who is that notion there is who leads, who accompany. My vision of leadership is to be in capacity to proposal a vision, a direction, to fix a cadre, and to permett to the ensemble of people who are with you that we lead to appropriate card and the motion to reusshire.
Speaker 01:Alright, how can you just a position that we occupy?
Speaker 02:And that evidently marked my life, because when I touched an Olympic, for we are a bit marked by that. I've had the chance to participate or assist at 14 years olympics and paralympics d'été, d'hiver, jeunesse. I was marked by that and what it was supported to a country. I think we went away this day. And it's like my career had been a bit along of the Olympicism and the sport. After 1997, I was athlete in 1996, licensibly at Lille University Club, a candidature that all has obliged, cell of Lille 2004. And I participated at the candidature of Paris 2008, with a casket of financiers at the book. And in 2012, Director of Sports, a few years ago. And when the opportunity after London 2012, and the retombing positive that we were the most proches probably. Bernard Lapasse at the book, president of the Federation International Rugby, who had entered the rugby on the show, with which I was like DG of the Coupe du Monde of Rugby in 2007. And we called 4000 people. That's very organization, but we have commenced at 10 in a bureau. Well, we were numbered on the port, it's clear. But it was also a construction, a construction that was made progressively with a direction, and we have a lot of people who are projects, who are engaged, and organization, it was easily a double effective. We were a little bit licorne, we had a little startup that we're talking about startups.
Speaker 01:I would like to talk about just of your acceptable and your comprehension of the check, we use a little in France, but also of what just permitted to reaction at the time.
Speaker 02:Discuter of CEO, because what we believe is that finally for being and have the honor to organise the year, it's the CEO octroy that honor. And when the Anglais have been with this concept of inspire a generation, inspiring generation, although the CEO posed the question of why there was a vieillissement of the population who regarded the gym, and posed the question of knowing how to do it with the jeuness of the world.
Speaker 01:And there's a convergence with your reason to be enough leader and the reason of what Paris.
Speaker 02:Après quatre défaites, we pose quand même la question of knowing if there was a problem of funds with the Olympism and the France. And along that we spoke a dozen ateliers, it was in the sport, evidently, the economic, on if we have the jobs, what we have, and what are these things? And at particularly, it posted a form of vision for these that have a discourse and to see if there was an adhesion to this discourse.
Speaker 01:It was quite to leave all the months after eight months, is that on asking you the monsieur GO of Paris 2024?
Speaker 02:It passes like that. It's not I'm and I think Tony Estanguay poses that question like that the matter. I think it's for that also that people of the movement played the project, in a manner, I would say, we are persuaded that the sport changes the views. It's one of the phrases of the vision. We are persuaded that it's okay of society, to promote the sport in the society. We are persuaded that the sport is not only an extraordinary apporter of emotions, emotions positive, but also a manner to change a little bit, a man of abording the society a bit differently, to casserely codes. Evidently, it's a thing that we can address with a project like this, a project of international, which depicts the sport, but that has the sport at the world. And the fact of that opportunity.
Speaker 01:But we said that it was complicated. It's not a route linear. So what I'm interested is to pose the question of how we find for their gentlemen on a time as well to rest motivate, accroach by the difficulty that they want to the chemist. Why is it that long?
Speaker 02:Alright, I think that the difficulty is a bit exaltant. Typically, it was not. Person abords that the project, in fact, we created objectives intermediate. The first objective for us was to convain the mairie of Paris, to convince a Hidalgo that this project we could give and it would be profitable for the village, but also for the country. We had a project of the world. And we had, we have it. So it made the confiance and it does the project. And down to this candidate, there's the organization, we have the mistake in place of the organization, there's the definition of the vision. We have all the world of a cadre common, a comprehension of how we would have been in manner communication, etc. And in fact, finally we want that there's enough jalons that can a time renforce the fact that we are in a good direction, we are enjoying to make their things, we are enough to change a little bit of their people. And I think when we create a project, it's clear that there's a factor a little passionate. Yes, for months, 45 million volunteers in three semi-scale. And for a lot of passion at all of this project. So we arrive to that, to aliment the passion all the time, concentrate in manner very rigorous on the realization of unique. Because we want when we organized the show that we're at an adventure exceptional. And that's super motivate. It's super motivant to say it's not just a banana, we have a chance of extraordinary, which has a visibility also particularly. Evidently that the motivation is the same. It comprises the dinner in the ville, when we have part of a project like this. And not only because we are attacked, six years, and the transport and the security. It's just the same thing. The important is the piqûre where we could play, and we failed very attention to what we appear the onboarding. And communicated as regularly on just the project and it was. So it was that great appetite. And if we reproduce the event, plus we were that final wasted, we arrived, that we had said, ah, it's complicated. We saw the possible in phase of candidates. And we continued to be in this notion of we lush on the ambition. I think that was very incarnate by Tony Estanguay. We innovate, we have things innovate, but for that it was bienveillant, for that it was accepted that we trust. But we had two factors that alimentally the conviction that we were in the bad direction. And so I think it's important to communicate regularly with their proper indicators and not those who are reported by a press national press who was by definition pretty sceptical, just the press, the PQR, the press quotidien, is hyper positive, because they want the people. So we have also plenty of things positive. And I think enough leader, it should nourry and nourish their troops with their signs positive for doing confiance, because at the time, it's grass to the confiance that we have to have those things that are a little bit different. The volunteers are a bit different. The volunteers arrive at the tard, as you said, and they are embarrassed, they are a positive. But those it was also the capacity to say that we wanted to, that they were accounted, they do the money, they have a big uniform, they should be formed, etc. And they say their contributions at the project.
Speaker 01:I think an expression that you know is the symmetry of attention. I tell you the principle of bifidus active for those who have the reference, what they say at the entire ways at the exterior. I think that in the vehicle in the 400 collaborators of this project is there in 40, 47 volunteers in the world that you are, is that?
Speaker 02:I think I'll say otherwise, we have to do it for sure, in fact. And when you do it, we are. In fact, I'm not considering the mode of model, because it sous-entends to have a replication there, in fact. And I think not to that. I think person is perfect, entre guillemets, and that people attend to support a leader maximo. I think not to that. And at personal, it's not really what I'm inspired. There are people who fascine. There are people who fascine and that I try as extraordinary. I commenced by Tony Estrangay, who is fantastic. And after when I want to get Leonard de Vinci. I tried it absolutely incredible, this declectism total, and to decide to make adequation with some time, to make evolution at the way on the plan scientific, artistic, breath. Voltaire is part of the things that philosophy, to interest her time and to see the evolution with those that once listen that rest of actuality after. So there are things that are a bit, how it function, these guys. But I'm not a model to properly. There are gents that I appreciate enormously. I mean, the rayonnement on children of us, two grandes and the grandfather. And to know, to know of events, to know anecdotes, of things that we want to potentially evolve their proper personality. He's a person who has an intuition, along with the quality that we know, the charismatic, etc. He has that capacity to see, to have an intuition. But he has error. I don't know if it's due to his discipline. It's a gentleman. We find an error, we touch a two seconds, it's finished. And we rendezvous in three months. It's kind of bad. So that I prove that fascinating.
Speaker 01:You said instinct. It's very interesting because we're in an episode extremely rational. You may occupy the finance also. The dimension instinctive with the leader, and Tony Estanguay. Why is you see that? Why is that marks?
Speaker 02:By definition, it's a little bit more difficult to explain. But I think the intelligence emotional, the capacity to either, to recognize the signs with the other, or in the reunion, or see the things. It permitts an equilibrium personal super. For me, in a moment, a reaction Zoom or Team or WebEx is not a reaction physical where we see, we know, these things physical, right, etc. It permits to the problem, but this intelligence emotional, I think it's fundamental. L'instinct is a little other thing. L'instinct is interior. But the intelligence emotional, for me, it's one of the qualities for leadership along the part rationality.
Speaker 01:You have heard of this capacity, or the way to work, to be with the people. And I said 4 000 people, we don't have, I imagine, in the time, so for these enormous assembly. Why is it? Because we are in an episode where we join effectively the presential, but also the distancial, we have hybrid. Why is this passed on this adventure?
Speaker 02:It's like it was a two phases. We decided to do these elements also response to the ensemble of our salary to their environment. But in a moment, in a certain time, it passes by the delegation, in fact, as rapidly, and not we have what we say an organization that passes on functions. We have the functions, hébergement, technology, transport. At a moment we bascule in an organization par sit, state of France, Versailles, etc. And then a moment we have to do the clay to camion. It's not simple. But after the cadre is fixed, the name of the service are fixed, the plans of responsibilities, you can be in capacity that these ecosystems, y compris motivation, se create, these equipes se create for living lessment on the different sites. And you can donate the manager the outside just to make eux-members the rayonnement. Parce que c'est clear that 4 000 personnes, you never au quotidien les gérer. Grand messes of sortie with the desfilet sur les Champs-Elysées. La veille reunit au Ballet des Congress in the Mess, Grand Fet. On a eu for the volunteur, they have Defense Arena. It was a moment. It was a moment of communication important because it was to say we have part of the children and to work physically, to be physically. We know that it creates that creates an energy positive incredible.
Speaker 01:The first one, we have said to me of delegation, we have said it's not simple. What's simple?
Speaker 02:It's not simple to double day. And in a time record, assuming that croissance sans perdant, on embarking the people along a project that finally has commenced a bit after event and which will continue, but in a time very cool. About a responsibilization on a project like that, we are as flat in terms of organization, to a responsibilization that went very quickly. We talked about ADN of Paris 2024. People are your interlocutor, it does know what he does at Paris 2024, and no imported at what Paris 2024.
Speaker 01:And how does that just assure that the ADN is reprised by the different people who you delegate your authority?
Speaker 02:It's not simple. We have six months to formulate what we're saying vision. And it was the slogan, the world. Positive, we wanted the sport changed the view, we have this notion of ambition to get the things differently, to cut the code. It was the earth of our vision. And so that explicit and it incarns in the innovations of Paris 2024, because it was the marathon for those, we move the ceremony in the village, with all these spectators on the border of the scene. After the political volunteers, for example, parity of voluntaries, firm, parity with the number of dosards for the marathon for those, parity in the committee of organization, there was a coherence and consistency that was that the cadre was visible, it was tangible, it was comprehensive by others, and chicken in your domain would replicate.
Speaker 01:We have also another notion that is the ritual. Ritual of entry and also rituals of sort of. We have heard of ceremonies that have been organized.
Speaker 02:I think it's all the ambition is to create a cadre, to create a bootleg, to create references, create a logic of value in which we can. The people of their difficulty and of what they were resolved, because it was a confiance also. And at that time we had sort of. We said, there's a big idea, but the problems, we can resolve as long as we resolved the time. And if we went, and if we have resolved the problems, and more people were in confiance in the capacity collective of the entity to resolve what. And at three years of the year we have CrowdStrike and the system Microsoft and our system of accreditation could not function, when we have 400 people who atterrice with the people concerning the job, when the matter we have the attempts on the TGV, and when he pleased, we said fast and we have a few, because we were entrained, because we have confiance, we have confiance in the copain, we have confiance in the power public, we have confiance in the different actors of the year, because we have construced that culture community.
Speaker 01:We are enjoying the logic of the book of Charles Pepin who integrated The Virtue of the Sheik.
Speaker 02:We have to give, but the check is not a virtue because if we are party. I feel like problems to release. We're not obliged to plant. The victory is bad. And it's not because we have gained, it's not because we have resolved that we don't want to take their conclusions to make more for the site. And evidently the check to advance, because the check quasiment the obligation, a bit in radicality, to pose the bad questions. But perhaps the memory causes produce the same effects. And we can run as rapidly in a spiral negative if an exhibit is sure of another échec, etc. And I think that it's important to not be not with the laurier because the things are good.
Speaker 01:Also just atterrissez, we have largely commenced our atterrissage. But I'm going to say in a few years what we return of this aventure, because we are sufficiently to pose the question.
Speaker 02:We want that we have entrepreneurs innovate. We have quash, we have functioned at 90% of the entrepreneurs France. They have the defenses that we posed in terms of development durable, in terms of equity, in terms of inclusion, etc. It's hyper pleasant is that it's a success collective in which all the world has apported their contributions. The security on party, the power public have been extraordinary. And I think that this project has demonstrated that the France is a great country in capacity to make things extraordinary, on capitalism with an heritage architectural, cultural, absolutely unique. Pore long time we had said that the games are what they are, and what they have, it's plenty of bad reusant. And there declined by emotions fantastic to people. And we have this year they have the banana, and that's pleasure and the fierce.
Speaker 01:The two questions that I would pose, Etienne, is you are touched. Where is this project? Because you made that we have. Where we have the project now, but the idea now is to rate the sort of thing, very concretely. We came to the shows Olympic. What you are?
Speaker 02:It's a bit difficult to definitely the fierce. In fact, I wonder that I was there a long moment, performance. And the moment the Institute National Sports has over a session on badminton. Lord DG of the Coupe du Monde of Rugby at 37 years. After Tony Stangay, it's a record also. Well supportive on the shows. Cell of Bernard has been particularly, because he made DGO de rugby at 37 times. But it's grass to his confiance that finally I was and it's not passed.
Speaker 01:You have explicit that you are adept of rien, and for you it's not what I think.
Speaker 02:For me, that notion of leadership, but by definition, it's not a truck solitary, the leadership. For me, a leader, it's a man, it's a mm-hmm. Evidently we attend to turn over the horizon, versus the hand, it's win, but I have tendency to say that he does. He does turn on regarding the gentleman to see how it reaches, if it sufficient, if it's not. If you parted to the door and there explodes, it has a sense. What is your suite at you? That's a bad question at the one I have response. And for me, it's a bad idea. It's a bit more less than the line of arrival, because it's a dissolution proper. But it meant that the world is very mobilized in the project. And I think it's just normal that already we pose questions. I think that our conviction is to say that if it's good, there are opportunities, there's another view. I think the fact of having been athlete of niveau feeling we have a pet. The first mortar of the athlete, and we have some projects hyper important, the communion de rugby, etc. And at that point we have to rebond. And put the time.