Constant Calvo
CSR Expert, Sustainable Development, Leadership, Strategy, Management, Communication, Coaching
Leader, Speaker, Expert. Co-founder and Associate Director of Adhere-RH and Génie-RH Consultant, educational engineer: Strategy, CSR, Sustainable Development, Social Sciences, Digital, Executive Coaching, Management, Communication, Change Management, Guest Lecturer. Bilingual. Blog: www.blog.adhere-rh.com My approach is born from the reflection that the challenges and values of sustainable development and corporate social responsibility (CSR), the acceleration of the globalization process, and the digital transition profoundly modify the business model. I have written a series of white papers on the thematic challenges of CSR: Human Resources - Diversity - Risk Management - Responsible Communication - Disability (in partnership with Mission handicap BNP Paribas) - Corporate Philanthropy - Socially Responsible Management -
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- Conference : 6500 €
- Animation : 4000 €
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Designing, Implementing, and Driving Business Strategy
A successful business strategy consists of determining long-term objectives and goals, then the modes of action and resource allocation that allow them to be achieved. The design, implementation, and management of the strategy should enable the leader to position the development of their business along four main axes. Communication, particularly on social networks, must be integrated into the strategy. Even in a small structure such as a micro or small business, communication-related issues are sensitive and determining aspects. For it to be well understood internally and externally by stakeholders, the strategy must be written and formalized in a simple and concise manner. The commercial strategy, as far as it is concerned, is the result of a number of elements, including objectives, motivation, allocation of human and financial resources, and the internal and external environment.
Thematic Issues of CSR and Sustainable Development
Seven themes: CSR Issues of Human Resources - CSR Issues of Diversity - CSR Issues of Risk Management - CSR Issues of Responsible Communication - CSR Issues of Disability Management - CSR Issues of Corporate Philanthropy - CSR Issues of Socially Responsible Management. Most business leaders claim to have engaged in environmental actions, while initiatives related to the ethical and social issues of CSR struggle to emerge. In the voluntary approach of companies, the disharmony of the three pillars of CSR is evident; it must be noted that the human dimension is often neglected. Numerous studies show that the ethical and social issues of CSR are not sufficiently taken into account. The company, however, is a powerful catalyst for social integration. The roles and scope of responsibility of the company regarding ethical and social issues of CSR are considerable: creating jobs and contributing to the prosperity of society; organizing work life, and ensuring that working conditions are acceptable, and remuneration is fair; training, qualifying, integrating, and developing the employability of employees; transmitting, and facilitating the integration of young people; committing to and participating in the fight against poverty and social exclusion. Not to mention the risks to image, employer branding, and reputation.
Easy CSR for Executives and Leaders: A Guide
Despite the media coverage it receives, corporate social responsibility (CSR) remains largely unknown, if not a reserved domain. There are two main reasons for this: its complexity and its technicality. Many business professionals, starting with executives and leaders, are excluded from this reserved domain, unless they exclude themselves. While they are partly aware of the stakes of CSR and sustainable development, most executives and leaders do not have sufficient knowledge to engage deeply with the subject, to arrange, structure, and organize their ideas, to implement a strategy, let alone to design and establish a structured approach within their company, or even to manage it. They also lack the necessary perspective and distance, especially since CSR requires multidisciplinary skills. Between the popular literature that is multiplying in the media, on the internet, and on social networks, which often does not address the central issues of CSR in depth, and the discourse of experts whose technical jargon prevents executives and leaders from appropriating the principles, values, and objectives, there is room for a third way. If he wants to be able to manage his company's CSR approach, the leader in particular must build a strong culture to master the fundamentals. If the leader is not a CSR expert, that is to say a soloist in reference to the musical domain, he can nevertheless be the conductor. As such, he surrounds himself with a team of soloists - experts - but it is he who coordinates the intervention of the different instruments. Business leaders doubt that the CSR approach is a lever for growth, although many studies attest to the contrary, and this for three main reasons: because they are unaware of their existence, because they do not have the time to become aware of them, because they are put off by the language and communication style of experts. The complexity of CSR is only apparent; complex does not mean complicated. And the technicality of CSR does not mean that it cannot be translated into simple and accessible terms for all.
Covid-19 – The World After - The Company Facing the Challenge of Resilience
How to design and implement a managerial, social, and economic recovery plan to support the transition after the Covid-19 crisis. There is no doubt that the consequences of the Coronavirus Covid-19 pandemic will lead many companies to reflect more on the risks they face and to do everything possible to strengthen their resilience. If individual and collective resilience was put to the test during the confinement period, it will be just as challenged during the resumption of activities. The company's capacity for resilience is strategic; to implement it, it must develop an action and business continuity plan. This recovery plan consists of three independent yet complementary themes, covering several issues: Resilience and Corporate Social Responsibility (CSR) – Deconfinement and Work Organization – From Individual Resilience to Organizational Resilience. It is the responsibility of leaders and management to address the issues arising from crisis situations, in which the health and well-being of their employees, as well as the functioning of the company's activities, could be endangered. The willingness and ability of a company to maintain or quickly regain an acceptable level of operation depend on the individual and collective awareness of the existence of a community of destiny in adversity. For a new dynamic to be initiated, and for the restart of activities to be successful, the company and its leader must be able to ask the right questions, including: What are the stakes and roles of the leader and management during the resumption of activities? What economic and organizational priorities after confinement? – How to build a resilience strategy?
Language Coaching for Executives and Leaders
English is the most spoken language in the world, and its mastery is considered strategic by French multinationals, exporting companies, many French companies, or start-ups. It is the most used language on the internet. It is estimated that 80% of the data on the internet is in English. Mastering English is a key skill for executives and leaders; however, many struggle to communicate in English in professional situations, which harms their responsibilities, hinders their ambition, and can even tarnish their image and legitimacy. Most tend to overestimate or underestimate their language skills because they lack relevant criteria and indicators. The difficulties that executives and leaders encounter are not strictly related to learning English but fall under what psycholinguistics refers to as verbal behavior. Learning a foreign language is part of change management; it is a fundamental aspect of pedagogy that is often ignored or misunderstood. The coachee must change their linguistic habits. The change in linguistic habits involves listening, articulation, perception, and conceptualization. The art of language coaching consists of guiding the coachee towards awareness of their linguistic profile and visualization of their educational journey.
The Company Facing Reputation Risks
The Company Facing Reputation Risks Reputation can account for up to 25% of a company's value according to a study by the World Economic Forum. It is the most significant driver of value creation or destruction. Reputation is an intangible asset that must be protected, maintained, and constantly enhanced; it is a prime target for anyone who, for one reason or another, intends to attack the company. Reputation risk is one of the most difficult to manage because it is intangible and fluctuates with current events. Companies that maintain trust-based relationships with their clients, providers, and partners are likely to invest in a good reputation. Reputation risk is transversal to all risks faced by the company. Whether they are ethical, economic, financial, social, or environmental, the risks faced by the company share a common denominator: reputation risk and, consequently, financial risk.
Anticipating Change, Driving Change, Adapting to Change
The company is impacted by recurring changes: economic, social, environmental, and technological. Change is a complex process, the result of multiple forces that act and interact; it accompanies the life of every company in the face of instability and fluctuations in the economic climate. The main lever of change is the adaptability of human capital. In driving change, the company strives to alter its behaviors, structure, processes, and production methods to strengthen its competitive advantages and ensure a good level of performance. In any organization, there are driving forces and opposing forces, both internal and external. The former push for change, while the latter seek to maintain the status quo. The ability to adapt to change can be defined as the capacity to understand and evaluate different, even opposing, viewpoints, and to implement a differentiated approach based on urgencies and events, as well as their degree of impact.
The CSR Challenges of Responsible Communication
Responsible, ethical, and transparent communication is strategic, as the company is connected to a complex ecosystem, which is a set of living beings and organizations that exist within a specific environment, interacting with each other and with which it interacts. Moreover, as the company is digital and hyperconnected, it relies on digital tools to be more effective in its market, in its organization, management, work methods, human relations, and risk management. Today, the company is being called upon to define its purpose, that is, how it intends to play a role in society beyond its economic activity. The purpose is the company's contribution to societal and environmental challenges. The company has legal obligations; it must comply with directives, rules, laws, and values, regarding which it has duties, including the duty to communicate.