Coming out: can you bring value to an organisation after having left it?

I was 22 when I got my first job with a large multinational company, freshly baked out of the academic oven. What a sense of pride and relief for myself, and my parents, to get a confirmation that I could… fit in.

For 14 years, I created value for my organisation, within the frameworks they had designed for “us” to contribute. Depending on the Business Units and the geographies, these frameworks were more or less enabling or debilitating, but I would always get enough value for myself (financial, intellectual, social, etc.) to choose to remain part of the company.

In those 14 years, I have acquired a unique knowledge of this organisation; its people, its products, its clients, its cultural patterns, etc. Having worked in or with most parts of the structure and most parts of the world, I became a true connector in addition to a descent professional in my field of expertise.

The current employer / employee model is binary. You are either IN or you are OUT, and there is no in-between.

Being IN requires an absolute compliance to a vision, a culture and an operational framework. Once an organisation decides to bring someone in, the formatting mechanisms – called on-boarding process to soften the concept – come into action. As an outcome of this process, you know how much of your potential you are expected to unleash and how much is preferable to keep for yourself. Whether this is an 80/20, 50/50 or 20/80 balance is usually not a consideration for the employer and you can stay in the organisation for as long as you give it exactly what it thinks it need, even if that represents 10% of what you’re capable of.

Getting out of an organisation is a very formal process. When you leave the force, you hand in your badge and your gun – your pass and your laptop in that matter – and you turn your back and walk away.  When you are OUT, you simply do not exist in the corporate equation, no matter wether you are an absolute stranger or you have spent 14 years in the organisation, which makes you more knowledgeable about it than most people that are still “in”.

A few months ago, I made the decision to put an end to my contract and move on. I was not seizing an opportunity. I had not developed resentment, frustrations or anger against them. I had just reached the certainty that I could better unleash my potential and have more fun in a different context, within a different patch.

I still had a lot of respect for my team and some of my peers and I was convinced that I could be at least as valuable to my employer, if not more, from the outside of the organisation than from the inside. I genuinely offered to co-design a model where my contribution to the organisation would take different forms than the traditional “pay for my time” model. It would have been a way for me to help nurture the venture I had created and deeply cared about while minimising the unexpected disruption for the organisation.

Sadly, they declined the offer.

What struck me in this experience was the lack of maturity of the organisation. Their approach to the situation was driven by a primal sense of betrayal. The need to re-create stability as soon as possible within the current system completely hindered their ability to consider an evolution of the system itself to turn a challenge into an opportunity. When a key person is leaving, he or she needs to be replaced. Period!

That inability for organisation to foresee alternative models to employment prevents them from accessing a tremendous amount of talent at their doorstep.

Of course, most companies leverage consultants and temp staff every once in a while but the practice remains limited in scope and in time. The systems and processes are just not designed to embrace other models, but more sadly, the culture and mindsets are hardly prepared to even consider alternatives.

  • What would it mean for an organisation to actively leverage the potential of its employees not only during the time they spend on the payroll but also after, and why not, before?
  • How would we approach resource management if organisations weren’t exclusively inward focused but were broadening their models based on the value drivers of their ecosystem?
  • What if one could be both IN, on certain projects, at certain stages of his / her life, and OUT, to pursue other aspirations elsewhere and multiply activities and perspectives?

These questions are relevant today and hold in themselves a huge potential value for both organisations and individuals. But in the world where the number of freelancers is increasing exponentially and where the corporate career becomes less and less appealing to graduates, how long will it take before inventing those models become vital?


Filed under Innovation, Networks, Nodes, Patches

What does it take to trust?

‘Trust yourself, then you will know how to live.’

Johann Wolfgang von Goethe

Lewis Carroll was a powerful and precise storyteller, weaving magic that has disturbed and delighted generations of children.

His dialogue laid bare human foibles, his characters magnified our social charades; with exquisite skill, he crafted a confounding and unsettling hall of mirrors for the meek, the naïve, the well-meaning.

In Alice’s Adventures in Wonderland, the King’s advice to the White Rabbit still resonates: “Begin at the beginning and go on until you come to the end; then stop.”

If only it were that simple.

Today we operate in a vast networked expanse of giant mirrors, a maze beyond our wildest dreams (or nightmares), where ‘the beginning’ is hard to pinpoint and ‘the end’ is opaque or too frightening to contemplate.

In this world, they say, the new currency is trust.

The catch: we’re apparently hardwired not to trust, or to be very careful about whom we trust. A few biological iterations back, misplaced trust could have turned us into some predator’s breakfast.

Socially, we know we must trust each other enough to get things done, to raise children, to wage wars. Someone has to have our back, to pay our bills, to tend us when we’re sick.

In that sense, not much has changed since the caves and prairies. In a complex, volatile environment, with threats coming from all sides, trust helps us get things done.

And yet. Is trusting enough enough?

What drove Leonardo da Vinci to push the boundaries of knowledge, of art, of music? That propelled Marie Cure across the sciences to discover radioactive isotopes? That led Frank Lloyd Wright to build a house across a waterfall?

Whom (or what) did they trust throughout the process of conception and creation, destruction and renewal, exhilaration and despair?


One assumes they didn’t need ‘leaders’ to tell them what to do (just as well, if you follow Edelman’s depressing trust research). They just did it.

Through pitiless self-examination, by pressing hard on the bruises of love and loss, they reached the core. They stripped truth back to Truth and followed its lead, drawn by the barest hint of something magnificent waiting to emerge.

Trust in their vision, their quest, drew others to them but in the end, it was they who owned it and drove it. They understood ‘why’ at its deepest and darkest and with that knowledge were armed to live, to love and achieve.

Begin at the beginning, the King said, and he was right.

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Filed under Creativity, Purpose