Marc Le Menestrel

The Wise Power of Utopian Thinking

Marc Le Menestrel — 2019-05-10T01:57:00Z

Imagining an ideal world is a powerful tool for enhancing proactivity and leading organisational transformation.

Today's shifting global dynamics have increased the pressure to navigate into the new and the unknown. Alas, afraid of how the world is evolving; eager to keep for ourselves what we have; willing to preserve the certainties that we have built in our heads; enticed by a new philosophy where we are supposed to maximise happiness — we continue to resist and reject change. Why embrace the future if it is this painful? Why become aware that our world is collapsing?

To avoid a growing sense of helplessness and despair, we then run faster towards that light at the end of the tunnel. Instead of embracing the unknown, we become even more blinded by what we think we know.

Companies only learn agility in order to increase productivity, grow their revenues and make more profit. Governments engage in stakeholder consultations but their conclusions, coincidentally, always happen to confirm the initial intentions of those in power. People are concerned about plastic in our oceans but they ignore why this issue has become so salient. We change in order to remain the same and this is not good enough to meet today's challenges.

As Einstein wrote in 1946, “A new type of thinking is essential if mankind is to survive and move toward higher levels.”

Utopian rationality

Business rationality is at the core of how leaders think. Yet, it has to evolve. In my teaching, I invite executives and directors to become smarter than rational. I do not propose to throw out rationality. Rather, I want to overcome a rationality that imposes itself upon a complex reality in a totalitarian fashion.

To identify a goal, choose the best action to reach it, then measure the consequences and finally claim success once the task is done is not smart enough. In a world full of surprises, we need to dream beyond our goals if they are to have meaning. A sense of purpose is essential for long-term value creation, as the dream that drives our goals will ensure the relevance of work beyond the next quarter or business cycle. We also need to realise that we may not attain our goals, and that can be an opportunity because they may need to be changed. We should never be prisoners of our goals. In a world ready to be deeply disrupted, we need to love what we do right now. Anchored in our values, we can appreciate where we are at present and have our eyes fully open. Instead of serving a system that is at risk of destroying our humanity, we should make sure to put the framework of rationality to the service of our values and dreams.

The ability to dream our future world into being can help us survive. It is also a powerful strategic exercise. At INSEAD, my experience is that the building of a utopia allows executives and directors to free their minds from confining intellectual prejudices. The method draws from the three core principles of Wise Power: duality of mind, emotional maturity and generosity of soul. It is a way of thinking, feeling and dreaming that enhances our ability to meet the world half-way. It is especially useful for important and difficult decisions. Wise power consists of the ability to face surprising, even unpleasant truths bravely and honestly, although they may directly contradict our firmly held beliefs and preferences. Wise leaders are much less susceptible to the fear of the unknown that underlies defensiveness, because they perceive the deeper dynamics of the landscape around them. Instead of being fixated on the light at the end of the tunnel, they learn to pause and see that the tunnel is in fact made of beautiful trees, each of which is also a door to another space where they can discover, learn or just be.

How to generate a utopia?

Now more than ever, strategic business decisions must be taken in light of other realms of power. It is thus essential that utopias encompass the political, social, technological and natural spheres, as well as business. This allows leaders to embrace the growing expectations of multiple stakeholders across myriad issues.

Complex, ambiguous grey zones have a perfect right to exist in these utopias. For example, you do not have to choose between business having freedom to operate, and governments possessing scope to regulate – you can have both.

As participants present their utopias in class, it is liberating for them to express these contradictions. Executives are typically constrained in a discourse where business interests dictate everything. However, they are also citizens eager to exist more fully and freely at work. As they share their utopias and listen to others', they become conscious of common predominant themes: a form of social equality, a government that cares for the common good, technology at the service of humans and not the other way around, and harmony with nature, among others. These commonalities transform what might have seemed an exercise in fanciful idealism into something highly relevant to the everyday exercise of executive power. The unthinkable suddenly becomes almost feasible. The lines between utopianism and executives' habitual “realism” begin to blur.

Why utopia?

Peel back the layers of realism, and you will often find cynicism and pessimism feeding fear a steady diet of rationalisation, e.g. the world is so corrupt, boldly engaging with it is useless. Some cynicism and pessimism can also be valuable. Life is not black and white — and we also need to tame some messianic tendencies that bring us back to the authoritarian form of leadership that we want to transform.

Utopian thinking enables us to perceive the big picture, including the things that upset or even repel us, in a usefully optimistic light, in terms of what could be. It gives us the courage and confidence to see the distance between reality and our dreams as a space of opportunity rather than ipso facto defeat.

Applications of utopia

Utopian thinking can be open-ended, but it can also be tailored to address specific business problems. I have used it to find solutions for a multinational energy company facing a disastrous situation. The company was heavily criticised in the media for its role in the environmental devastation and worsening quality of life of local communities. In response to being painted as villains in the press, executives had adopted a stance of denial of their responsibility. Their relationships with community leaders and government officials were at an impasse.

By inviting participants to conceive of the best resolution imaginable for such conflicts, we foster within them an appetite for the unknown. They start envisioning ways to use their companies' wealth and power for mutual value creation, together with locals on the ground. Most importantly, they become more aware of the pitfalls of a confrontational non-market strategy. Instead of maintaining the belief that they can save the world if they become a force for good (another way to remain in the ego-driven authoritarian form of leadership), companies can cultivate a global vision in which they interact with other forms of power in a more respectful and harmonious manner.

Imagining utopias can also be useful for established organisations in the midst of market flux. For instance, a session on utopian thinking applied to the future of mobility allowed executives of a car manufacturer to better appreciate the multiple facets and layers of their situation. Rather than being constrained by the established discourse and culture of their company, they could engage at different levels and discuss the deeper changes driving the shifts in their industry. They were developing a sense of where they stood within this larger ecosystem and could find new levers to shape their culture and their identity. Instead of nurturing fear and helplessness, their uncertain future provided meaning.

Developing utopia

You do not need to wait for other people to apply utopian thinking. You can start yourself as an individual. Just think of a high-level challenge facing your organisation, industry, or even the nation or region in which you do business. Then apply your imagination to the problem, working through the different perspectives of the relevant stakeholders. Do not fear contradictions and allow space for the commonalities of good intentions and diversity of values. As a transformation of your own mind-set, the exercise will teach you to fear less and embrace more. You can scale up the benefit by involving your team – sharing your ideas with them and adding their contributions until a collective utopia emerges. This dream will help you select your objectives and identify the key stakeholders that can help you. It will also change your attitude to the world. Less afraid to envision change, you will look for opportunities to contribute to a better world beyond strict business objectives.

Marc Le Menestrel is Visiting Professor for Corporate Governance and Sustainability at INSEAD.

I thank Benjamin Kessler, editor at INSEAD Knowledge, whom I met when I arrived in Singapore. It has been the start of a productive and pleasant collaboration, writing short pieces for this online outlet.

Click here to read the Article on INSEAD Knowledge

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Coaching and the mystery of existence

Marc Le Menestrel — 2014-10-27T13:35:47Z

Who are we? Are we these physical bodies incarnated while writing or reading this text? Are we these complex selves that psychology researchers study? Are we metaphysical souls lying somewhere in some spiritual world?

Are we the expectation of our father, of our mother, of our ancestors or our peers? Are we the memory that our children will keep of us, or the children of our children?

Are we also the person we talk to, the ones we live with or those with whom we work? Are we a cultural entity, a tiny bit of humanity?

Are we the butterfly that I saw this morning? Or the flower that was feeding it? Are we the trees and the forest, the sea and the sky, the earth as a planet? Are we all the planets of this solar system, and also other stars? Are we the universe itself?

Could we be everything like the Poet David Whyte invites us to be in his beautiful poem “Everything is waiting for you”?

If we can give so many answers to these questions, it is because we are profoundly and inherently free to answer the question “who are we?”
We are ever free to dream who we are and who we would like to become.

Whoever we think we are will not give justice to the mystery of ourselves. Each answer to this beautiful question is merely a frontier between who we think we are and who we think we are not. Exploring this frontier is like inviting the mystery of existence to a conversation with who we think we are.

In my coaching, I like to work with people at the frontier of themselves, inviting them to discover their selves beyond the frontier of their own thoughts, beyond the constraint of their own beliefs. This process is both a cognitive and an emotional process. It is also a mysterious one because it creates a surprising experience from which the participant can learn about his or her own mystery.

This learning is not meant to be therapeutic in the sense of liberating someone from some suffering. Although this may happen, the intention is rather to work in a genuinely integrative manner so as to unleash the full potential of the participant. In this manner, it shall be seen as an integrative approach towards improving decision-making and peak performance. I personally like this concrete outcome of the sessions, which enhance the meaning of the effort of the participant and of the coach in the context of a professional coaching.

This activity has become one more way for me to integrate what I have learned in my own life so as to bring the mental, the heart and the soul at the service of a fully lived existence.

More on my Brief, Integrative, Inspiring coaching sessions.

Fear – Failure - Fortitude

Marc Le Menestrel — 2012-11-26T10:56:00Z

When I stepped down as a professional athlete and started a more "normal" professional life, one of my biggest surprises was people's attitude towards failure. As if “others” were trying to never fail. I had my successes as a rock-climber, but I was very aware of many more failures. In climbing, as soon as I was completing a route, I was trying something harder, and failed. Until success is reached, climbing is like a succession of failures. It does not mean that I looked for failures, but the idea was to fully accept their necessary existence, and to manage the bitter, unwanted feeling that comes with our defeat.

I was therefore especially interested when I was proposed by the Lisbon MBA to design and run a workshop on failure. Its pioneering session on November 23rd, 2012 worked well and was praised by the participants. As an experiential session, most of the content was coming out of them as actors of the learning process. For instance, one of the first sharing from a student was to formulate that

"the opposite of success is not failure, it is not trying".

Indeed, an important key for turning failure into fortitude is to realize that it is part of a learning process.

The central experience of the class is an epic journey, built around the archetypal myth of the hero and its quest. Besides a few words for the guided visualization, we used a musical composition due to Jean-Michel Robert. After having experienced the journey, Jean-Michel composed a 6-part piece using Chinese cymbals, Thailand gongs, electronic music, guitar, oak and other artifacts. I was glad to combine such a beautiful piece of musical art with our work, in the spirit of a deep yet playful endeavor.

At the end of their MBA, and in the difficult economic context of Portugal, the session was timely, allowing students to work on the fear of not finding a job, one of their most important goals for the forthcoming weeks. In the afternoon, another guided visualization exercise helped them to formulate the goal beyond the goal, and thus to reinforce their capacity to confront their actual challenges with full potential.

Description of the session

In this experiential session, participants learn about failures, fears and their role for future successes.

We use the art of conversation, with others and within ourselves, to explore the surprising world of our shadows, and to eventually embrace our experiences beyond the imperative of being always successful in everything.

We give a special emphasis to the distinctions between objectives and dreams, between professional success and self-accomplishment, and between individual and collective failures.

Targeted outcomes

• Increase awareness about failures and fears

• Develop participants power to manage fears and learn from failure

• Increase participants future resilience

Illustration

Beowulf and the Dragon – H.E. Marshall 1908

To go further

Leaflet used by students for their personal learning.

The International Day for Failure, an inspiring initiative of Finish young entrepreneurs, to be celebrated on October 13!

Fail & Learn: Tuuti Piipo, who collaborates to the International Day for failure, has gathered a series of resources and references (articles, videos, books...) around Failure on this Kippt bookmarking service.

Dream your way to success

Marc Le Menestrel — 2012-08-28T09:10:59Z

It's not all about business plans and spreadsheets and getting to the next goal. The picture of real success is at least partly in your mind.

Business schools give you the tools: financial literacy, management and economic theory, marketing… it's how you put it all together in the working world that determines success or failure. And that ability to combine is not necessarily a logical function, but one that involves a certain amount of creative thinking - the kinds of right brain activity we think of as having minimal importance in the office or on decision making.

However, Marc le Menestrel believes that psychology and emotions have everything to do with the business world. He describes the complex web of forces that drive decision making as “dreams”.

This is the first two entry paragraphs of an article entitled "Dream your way to success" by Grace Segran for INSEAD Knowledge. Based on an interview carried out in Jakarta, Grace is introducing the theme of dreams in executive education.

Maybe it is this article that attracted the attention of CNN's journalist Rose Hoare who wrote a piece entitled "How seeing the big picture could bring success, fulfillment" which features excerpts from an interview she conducted with me. Below is her first two paragraphs, featuring the Dreaming Sessions and INSEAD:

(CNN) — Performance targets are built into an annual review that tells you how well you are achieving at work. Salary is another way of keeping score. But some experts believe in order to find real career fulfillment, you need to look beyond short- and medium-term goals.

At INSEAD, an elite business school in France, ethics professor and decision scientist Marc Le Menestrel conducts four-hour 'Dreaming and Visioning' sessions with senior executives, as part of a four-week program intended to hone decision-making.

The Spirit and the Power of Money: A Creative Session at THNK

Marc Le Menestrel — 2012-06-30T12:07:02Z

On June 27, I discovered THNK, the Amsterdam School of Creative Leadership by delivering a creative session on the Spirit and Power of Money.

I met the participants of their main Creative Leadership Program in an old brick building, entirely renovated as a spacious, open, colorful and adaptable place. We all sat in a circle on cubes with a very diverse energy. Some of us had taken a short Taï-Chi session while some others were arriving straight from their outside life.

We began with a dialogue exercise of active listening. In pairs, one was responding to the question “How have you been doing with money so far in your life?” while the other was trying to offer the most trustful space by simply listening, without judgment nor interpretation. This already brought us to a common space and we could follow with a guided journey.

We all reached a safe and comfortable place to meet ourselves in the future, learning about who we are, about the Very Important Persons who accompany our inner and outer life, about work and about our achievements. Those who wanted could prepare themselves to be taken in a journey inside the journey in an attempt to meet the spirit of money. In this first exploratory step, there was no other intention than having a first meeting, and maybe also collecting some appropriate message or share some feeling.

I liked very much the sharing of one participant, who met a horse that would flee whenever he was getting closer. On the other hand, the horse would come to him whenever he was walking his own path. Then, as the encounter developed, he was able to ride his "spirit of money" in a transformed relationship.

The atmosphere was thick with our spiritual presence and it was joyful at the same time. I attributed this success to the maturity of the participants, already so much open to living their life as an adventure. After a pause, we could then move to the second part of the session dedicated to the power of Money.

Participants had read my case “A Day at the Big Bank” that I had prepared with Julian Rode in early 2008, anticipating the financial crisis for the top leaders of Bank of America. They presented their strategy to a Board chaired by Brenda Childers, the Director of the Amsterdam Institute of Finance and featuring Kwela Hermanns and Menno Van Dijk from THNK. The board was prepared to be tough on them in order to explore the tensions between corporate strategy of a Big Bank and our willingness to move towards a more ethical financial system.

Participants did a wonderful job, but to some extent, maybe not as creative as they could have been. When trying to analyze their strategies and the way they were presenting, I had the feeling they were somehow impressed by the board and the power of money it represented.

The ambiguity of our relationship with money, well expressed and analyzed by Lynne Twist in her book “The Soul of Money” (which was by the way a main source of inspiration for my work on my own relation to money), was somehow preventing them to express their full potential. Clearly, this could be a good learning, in particular when participants will later look for financing their own projects. I hope our experience with the Big Bank will motivate them to be fully daring with their own social entrepreneurship endeavors.

Eventually, this session allowed us to audaciously raise the fundamental questions of the role of money. I think of them as divided in three main realms of different scales:

– What is the role of money in this world?
– What is the role of money in a company?
– What is the role of money in an individual?

In the design of my pedagogical flow for this special creative session, I looked for each participant to develop their answers from themselves to the world. For most individuals, money is a means at the individual level. Maybe it could also be considered as such at the corporate and global levels?

Dreaming of a world where money would truly be at the service of society, of companies and of individuals, as a sort of universal means towards infinity of specific purposes is nourishing a paradigmatic change that I am trying to contribute to.

Dreaming to change the role of money is at the same time obvious and impossible: a perfect opportunity to re-invent ourselves.

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Immersed in Balinese Spirits: INSEAD Social Entrepreneurship Conference 2012

Marc Le Menestrel — 2012-05-26T12:56:00Z

For the 2012 ISEP conference, Hans Wahl and Felipe Santos, from the Social Entrepreneurship Center at INSEAD, had the wonderful idea to locate the events in Indonesia.

We met social entrepreneurs in conferences and workshops, discovering a new generation of women and men who are setting up companies and organizations at the service of others, of Nature or towards some special cause. They are envisioning money as a means and not as an end and dream to re-invent business. I was invited to talk about values, ethics and transparency, bringing my expertise of the "dark side" of business to these already enlightened entrepreneurs. I structured my brief talk around three key messages, each one around the words proposed to me:

Values: "There is an infinite diversity of values. Each one has some specific value which is not fully measured by money taken as a common value".

Ethics: "We are not as ethical as we like to think, and even if we are a social entrepreneur aiming at some noble cause, we should spend some effort to have a critical look at our unethical side".

Transparency: "Transparency is a wonderful criterion between theory and practice to assess ethicality. Beyond being transparent about our ethics, being transparent about one's vulnerabilities allows us to create trust and receive help".

In Bali, I had a special dreaming workshop for ISEP alumni, where I invited the 16 participants to board a boat by bringing their chairs inside the U formed by our tables. We made 8 rows of two, side by side, towards east. I spotted a wooden dustbin and took it as a drum. I began to give rhythm to our journey.

Towards the Island of your Dreams with the Balinese Spirits

We left the island and paddled hard to cross the waves to pass the reef. We called for fishes, dolphins and seagulls to show us the way towards the island of our dreams. We experienced the void of an entirely flat horizon. We found our island unexpectedly, once we were sure to be lost, and nearly capped just before reaching the shore.

From this low place, I invited them to leave everything they knew behind and, with empty hands, start exploring their dreams. I was to stay by the boat, playing the drum to maintain the connection with their intention. They could meet the people of their dreams, if any, and observe whatever they could sense. They were watching their spirits busy at work, or not, witnessing animals or other forms of wildlife. They were looking for a treasure to bring back as a help to face the challenges they identified in a previous session. Some were exploring a forest or a mountain, others a town or a village, while some were just partying with friends and having their good time. Most of their discoveries remain mysteries to me, as I was alone with my boat. An old man did come to me and, placing his hands on my feet, he told me to nurture humility as a treasure.

Many came back to the boat at my call their smile so big it would rip their face apart. Others looked neutral or absorbed. It was anyway time to board and paddle hard to quit the island. It is indeed back on the boat that some received their appropriate message. One was told there was no other treasure than life and nothing to look for except existence. Others were cherishing their piece of nature, an animal, a thought or a feeling, on their way back home.

While opening our eyes in the room, we slowly moved towards a big board where we could share some of the words we had received from our very important persons. One realized he was the important person to be cared of. Another told us about the ugly island she discovered, to finally go around her nightmares and discover her dreams hidden behind. Many humbly shared the beauty of their dreams, the overwhelming energy they have inside and this uncontrollable connection with the source of our love. For a few, it was also an opportunity to have the courage to be gentle to themselves, and to realize that it may be time to do what we have always known to be good to us. I personally liked when an Indonesian brought back the forgiveness of her mother, by thus forgiving us all, in acceptation of all the vulnerabilities that make our richness.

I believe we were all ready to make our dreams come true in this world, wherever it lies.

About spirituality and social entrepreneurship, read the article "The Next Revolution is Spiritual" from Ben Bowler, one of the participants, in the Huffington Post.

What are Chinese MBA students dreaming about?

Marc Le Menestrel — 2011-10-24T13:07:00Z

While teaching a class on business ethics at Jiao Tong University in Shanghai in October 2011, students asked for a teaching about meditation techniques. Often, issues of ethics in business connect us with questions that can be overwhelming and for which mental control is of little help. It is thus important to learn how to keep a protected sense of self, a harmonious connection with our emotions, and a firm grounding of our body. I proposed them a dreaming session modeled upon the Dreaming & Visioning sessions that I give at INSEAD for executives and that include specific and directed meditation exercises.

In a first duo conversation exercise, students learned the practice of active listening while the other is unfolding at will his or her self-awareness of dreams, successes, failures, ascending influences and cultural constraints. There is always a moment of truth when confronted with “tiny but frightening requests” as David Whyte writes in his beautiful poem Sometimes. I could watch the flow of these intimate conversations, realizing how much Chinese could openly speak about themselves, with this gentle and playful attention that I had already observed among Chinese climbers. As they were speaking in their own language, I could stop by and listen without any risk of intruding, observing facial expressions which are so different than the occidental ones I am more used to.

After sharing our learning, which included both the pleasure of the art of conversation and the silent power of listening, we joined a sacred and secret place in ourselves where we could feel safe and comfortable. We dreamed and met ourselves in 15 years. Although I do guide these visualization exercises, mixing my early training in sophrology techniques when I was a professional athlete with psycho-spiritual techniques coming from Milton Erickson or Michael Harner that I have learned later on, I have no access to what participants have been dreaming about and this is exactly what I want. My ethics in these moments is to make sure each one has his or her own intimacy fully respected and shared only when appropriate.

However, we do have an opportunity to share some aspects of our dreams, in particular our encounters with Very Important Persons, those who accompany us in our life as loved ones, mentors, inspirational figures or spiritual guides. We share what these persons would told us if we manage to live our life at our full potential and anchor these experiences in a form of theatre that is inspired by the work of Sue Jennings on "Theatre, Ritual and Transformation" with the Malaysian Senoi Temiar, a tribe that I spent time with and had the priviledge to share some of their dreaming decision-making techniques.

This does not prevent us to have fun as much as being deeply moved, as I have gladly discovered that we do not need to take ourselves too seriously in these experiences. There can also be lightness proper to the atmosphere that I am trying to create around us, with trust in the group, trust in oneself and trust in the facilitator. I particularly love when we laugh at ourselves which hopefully happens often, as a proof that we are close to what makes us truly human.

Finally, we ended with a fresco of our most important values on the whiteboard, as a way to share the words that could guide us towards the life of our dreams.

I keep a vivid memory of that unique afternoon, and of the gift I receive afterwards: a diner at the Sichuan opera, discovering this stupefying magical mask changing art, Bian Lian, as an invitation to the discovery of the multiple selves that populate our own.

A Journey Through the Forest

Marc Le Menestrel — 2011-07-19T12:27:38Z

In these last years, I have been dreaming of accompanying executives in Nature, to share my teaching in this only place where I truly feel at home. I could see the day where I could teach from my true self, as much as a rock-climber or an academic.

Thanks to the vision of Jens Meyer at CEDEP and of his client, this became reality in June 2011 with a 2-day program in the Fontainebleau forest, followed by a 1/2-day debriefing to facilitate integration and re-entry.

I may have spent in this place most of my week-end before 20, discovering this magical forest in the typical tribal way of my rock-climbing friends and with unbounded passion. This journey was like coming home: a deep feeling of belonging.

Here is how the program was presented to a set of 40 Human Resources participants of a large multinational:

The purpose is to prepare you to guide the leaders of your company in their own journey. We will take the time for you to go deep in who you are and who you want to become: we want your own journey to become the primary source of your excellence towards others'.

We will dream, reflect, share ideas and visions to be ourselves, for us and for others: to work better together.

Day 1: Anchoring in the past, dreaming the future: being with integrity.

Day 2: Giving to others, protecting ourselves and trusting the unknown: becoming together.

½ Day 3: Integration towards my role as HR leader

Experiences in nature combined with cutting edge leadership development approaches and discussion are an effective way to help us realize how much we are part of nature. We also experience that our own accomplishment depends on looking after each other and the environment. Our nature can be a surprising and distinctive teacher…

Download the flyer (pdf) for more information.

From global consciousness to local presence: searching for pathways

2010-06-22T15:25:53Z

There are many ways to have a global consciousness. We can be conscious of our world, our natural environment, our civilization, our future, our destiny, our species... Some of these lines of thoughts are inspiring and some are painful, but most of them can lead us at some point to who we are, here and now.
Exploring the connections between our global consciousness and our local presence is a journey, an art of life with its beauty and surprises. It is an experience full of values, beliefs (…)

- Coaching & Self-Development / Executive Training, Leadership Development, Experiential Teaching, Dreaming and Visioning, Emotional Agility

From Nightmares to Dreams

Marc Le Menestrel — 2010-01-06T10:59:00Z

On the one hand, the crisis we are facing can be a nightmare. On the other hand, it can be an opportunity to realize some dreams. This two-part session is intended to help us move from one perspective to the other.
In the first part, we carefully evaluate the challenges pertaining to our current situations. We can then assess our responses and identify our needs for facing these difficulties as appropriately as possible. A second part leads us to these defining moments, where one find the (…)

- Executive Sessions / Ethics as Grey Zone, Executive Training, Ethical Risks, Ethical Rationality, Leadership Development, Experiential Teaching, Dreaming and Visioning, Emotional Agility