FOOD FOR THOUGHT
The Power of Acupressure to Drive Sustainable Organizational Change
Do you want to build caring and purpose-driven organizations to create a better world? If so, this article might interest you.
As a changemaker in my organization, I often wondered: Where should we be to drive change? Who or what should we focus on? Internal? External? The “top” of the organization? The “base”? Middle managers? What will create the pivot effect?
A Systemic Approach
I am a fairly holistic and systemic person. I rarely, if ever, work in a sequential manner. That is why I am willing to operate on different levels. Throughout our purpose-driven mission, my team and I focus on various areas of the business, such as:
Strategy & Governance
Employees' knowledge
Overall performance
Impact of Operations
New Business Solutions
Ways to Partner with External Stakeholders
As a result, we often work on multiple projects at the same time, involving various types of internal and external stakeholders.
While this method yields results, it also creates a burden and a demand that can be difficult to manage at times. In Japan, I remember feeling lost and powerless in the face of numerous projects and requests. I had to reduce the workload from multiple initiatives. Yet, “something” didn’t feel right.
An empowering posture
One day, my perspective changed. I was at my acupuncturist’s office for my recurring back problems. Then, I had an epiphany. The acupuncturist’s skill lies in knowing which points to stimulate for specific issues. He does not impose his will on these points. On the contrary, he “listens” and trusts the body to act at its own pace and in accordance with its needs.
By trying to be everywhere, support everyone, and control everything, we were, at best, exhausting ourselves in pursuit of impossible goals; at worst, we were creating the opposite of what we wanted: rejection or dependency.
So we changed one subtle yet crucial element: our approach and method for collaborating with our ecosystem. We still take a holistic approach, working at different levels with many people. Yet we harness the power of acupressure in our own way.
We act as catalysts for change. Our role is to address the specific aspects of our system related to a challenge, so that innovative, sustainable, and impactful solutions can emerge.
A sense of humility
As a result, rather than being willing to address a problem by imposing sustainability views:
We choose to reaffirm our intention and vision, nurture relationships, understand subtle signs of resistance, and find a third way to make an impact that aligns with the group's purpose and local realities.
We engage our stakeholders to challenge and enrich our projects in order to ensure long-term success. For example, to assess the behaviors that shape our business culture in Asia, participants represented our five key corporate stakeholders (the environment, employees, customers, society, and shareholders). Some even tried to understand nature’s perspective by putting themselves in the shoes of a tree!
It may sound unusual. Yet these changes in leadership style, impact, and decision-making are the result of much reflection and experimentation. What is certain is that, in addition to my back, my anxiety has subsided, and our changemaker community has grown larger and more powerful than ever. And you—what is your approach?
Take action toward your change
Identify the key categories of stakeholders in your department or company.
A stakeholder is an entity that is affected by your action and/or has a significant and defining impact on your action.
Ask yourself how you engage them.
Start by finding out what they're looking for.
Identify ways to improve relationships with stakeholders.
Find ways to engage them so that you can bring about systemic change through your joint projects.
"Themost important thing to know is that pain or physical problems that occur in one part of the body are the result of imbalances and are not exclusively related to that part. So you shouldn't focus too much on relieving that one problem."
Hello everyone, I’m Nina Cambadélis, a coach and facilitator specializing in sustainability and organizational transformation. I’m also a corporate changemaker responsible for embedding my company’s purpose at the heart of the business.
Through my work, I aim to inspire professionals to rethink business and make them proud to contribute, in their own way, to a more sustainable, humane, and nature-friendly world.
If you would like assistance with:
Become the changemaker you want to be for the world you envision
Find and assert your leadership, or foster the emergence of new leadership styles
Make sustainability and purpose-driven initiatives central to your organization
Accelerate engagement within your ecosystem to drive systemic change
Make an impact while conserving energy and promoting well-being
Here is a link to an exploratory call and a form to provide more details about your goals and challenges: English
The Power of Acupressure to Bring About Lasting Change in an Organization
Would you like to help foster the growth of organizations that are committed to making the world a better place? If so, you might find this article interesting.
As an agent of change in my organization, I have often asked myself the following questions: Where should we focus our efforts to drive change? Who or what should we focus on? Internal factors? External factors? “Top management”? Front-line staff? Middle managers? What will create the tipping point?
A Systems Approach
I’m a fairly holistic and systemic person. I rarely—if ever—operate in a sequential manner. That’s why I prefer to work on different levels. My team and I therefore focus on various areas of the company, such as:
Strategy and Governance
Employee expertise
Overall Performance
The Impact of Operations
New Business Solutions
Types of Partnerships with External Stakeholders
We often work on several projects at the same time, with various types of internal and external contacts.
While this method yields good results, it also creates a workload and demands that can sometimes be difficult to manage. In Japan, I remember feeling lost and helpless in the face of so many projects and requests. To cope, I had to reduce my workload. Yet, “something” wasn’t right.
An approach that fosters responsibility and engagement
One day, something just clicked. I was at my acupuncturist’s office for recurring back problems. That’s when I had a revelation. The acupuncturist’s skill lies in knowing which points to stimulate for specific problems. He doesn’t impose his will on these points or act on their behalf. On the contrary, he “listens” and trusts the body to act at its own pace and according to its own needs.
By trying to be everywhere, support everyone, and control everything, we were wearing ourselves out—at best, to achieve goals that were impossible to reach; at worst, to create the opposite of what we wanted: rejection or dependence.
So we’ve made a subtle but crucial change: our approach and our method for collaborating with our ecosystem. We still take a holistic approach, working at different levels with a wide variety of people. Yet we harness the power of acupressure in our own way.
We act as catalysts for change. Our role is to engage specific parts of our ecosystem in addressing a challenge, in order to foster the emergence of innovative, sustainable, and impactful solutions.
A sense of humility
Consequently, rather than trying to solve a problem by imposing our point of view and solution:
We choose to reaffirm our purpose and vision, nurture the quality of our relationships, recognize subtle signs of resistance, and find a third way to make an impact—in line with the group’s mission and local realities.
We encourage our stakeholders to challenge and enrich our projects to ensure their long-term success. For example, to assess the behaviors that shape our corporate culture in Asia, participants represented our five main stakeholders (the environment, employees, customers, society, and shareholders). Some even tried to understand nature’s perspective by putting themselves in a tree’s shoes!
This may seem unusual. However, these adjustments in leadership style, action, and decision-making are the result of much reflection and experimentation. What is certain is that, in addition to my back feeling better, my anxiety has decreased, and our community of change-makers has become larger and more powerful than ever. What about you—what’s your approach?
Take action to bring about change
Identify the main categories of stakeholders in your department or company.
A stakeholder is an entity that is affected by your actions and/or that has a significant and formative impact on your actions.
Ask yourself how you engage them.
Start finding out what they're looking for.
Consider ways to improve your relationships with each of them.
Find ways to foster their collective engagement in order to bring about systemic change through joint projects.
"Themost important thingto know is that pain or physical problems that arise in one part of the body—and are the end result of imbalances—are not exclusively related to that part. Therefore, you should not focus too much on relieving that single problem."
Hello, everyone. I’m Nina Cambadélis, an impact coach and facilitator specializing in sustainable development and organizational transformation. I’m also an agent of change myself, responsible for embedding my company’s purpose at the heart of our business.
What I love to do through my work is to encourage professionals to rethink business and make them proud to contribute, in their own way, to a world that is more sustainable, more humane, and more respectful of nature.
If you find yourself in one of these situations and would like some guidance along the way, please contact me:
Become the agent of change you want to see in the world you envision.
Discover and assert your leadership.
Make positive impact and purpose central to your organization.
Accelerate engagement within your ecosystem to drive systemic change.
Make an impact while conserving energy and promoting well-being.
Here is a link to schedule an exploratory and the form to further outline your goals and challenges.
A tool for optimizing impact and energy
- The art of taking on the right role to feel energized, increase your impact, and engage your network.
Combining impact and well-being by simply and fully being yourself. A challenge that our society has completely undermined. Who hasn’t heard the refrain “no pain, no gain” (basically, you have to suffer to succeed)? It’s an insidious refrain that still haunts me sometimes.
What if we could do things differently? What if we could have a positive impact on our ecosystems while having fun? What if taking care of our energy multiplied our impact? It’s possible.
Imagine Lola. Lola is in charge of overseeing her company’s “zero-carbon” plan. She’s well-regarded within her organization. She’s even on the fast track to promotion. Yet she’s on the verge of burnout. Why? Because 70% of her time is devoted to tasks that, while impactful, are draining for her. She does them well. Her expertise is valued. But after each day spent poring over her Excel spreadsheet, she’s exhausted and discouraged. The remaining 30% of her time is split between low-impact distractions and tasks that are neither urgent nor important. Only two innovative operational projects are truly close to her heart. Not very fun. That said, it was thanks to this realization that, within a year, she managed to completely turn the tables.
How? By following three steps:
She is simply asking herself what role she truly wants to play in supporting her company’s ecological transformation. The issue is not so much about what recognition will come with it, but rather what sense of fulfillment, well-being, and alignment would result from it.
Once she has a clear understanding of what truly brings her joy, she assigns the right task to the right person. In doing so, she empowers and motivates the people in her ecosystem while reducing the things that drain her energy. It’s a win-win situation.
Ultimately, she restores a balance among her various activities to align them with her ambition to be an agent of change, her day-to-day actions, and her energy level.
The result?
Greater impact because of more energy,
He no longer has influence over his colleagues because he no longer has the same reach.
Taking Action for Change
1 - Assess the distribution of your activities based on the framework below:
Inspired by a Positive Intelligence module by Shirzad Chamine
2 - Ask yourself: What role and actions energize me and have a significant impact on my ecosystem? What can I do to fully embrace this role every day?
3 - Look around you: Who might be in their zone of genius when doing the activities you want to delegate and/or avoid? How can you surround yourself with these people? If you can’t delegate, how can you reduce the drain on your energy by doing it yourself?
“‘There’s never enough time to do everything, but there’s always enough time to do the most important thing .’ ”
The most important thing should be what you feel aligned with. How can you tell? Assess what that action entails in terms of its impact, how it draws on your talents, and your energy level…
Keep an eye out for the next article on leadership styles that will motivate people to follow you!
Do you want to become the leader you envision for the world you hope to see? Is it time to discover and assert your leadership? Do you want to embed the concepts of positive impact and purpose at the heart of your organization? Is the challenge to accelerate engagement within your ecosystem to drive systemic change?
If your answer is yes and you’d like some guidance along the way, please contact me! Here’s a link to schedule a exploratory session and the form to further explore your goals and challenges.
Sense of Legitimacy and Change Makers
"You know, Nina, I'm not sure I fit in. I'm afraid I won't live up to their expectations. Who am I to lead this project? I want to engage my ecosystem to transform my organization. I want our products to have the least possible negative impact on the environment and society. I want to rethink how we view business success. I'm not an expert. I talk about social and environmental justice, but what do I actually know about it?"
Many of my interactions with my colleagues and clients go something like this. In such cases, my heart and mind are bursting with anger and outrage. The voice in my head says, “But OF COURSE you’re the right person to start this movement and help change the system and its ways!” I know that’s a nice thing to say, but its impact is small and short-lived. How can I get others to believe in themselves? How do I overcome that darn imposter syndrome that I’ve felt so often?
At the risk of disappointing you, there is no magic wand. But here’s one inner truth: you are the right choice simply by being yourself. No one can save the world—least of all on their own. However, as a changemaker, you can make a difference simply by acting in accordance with your vision, your power, your joy, and your circle of allies.
As Isabelle, an inspiring and empowering coach, said: "Legitimacy is the confidence you have in yourself. Self-confidence is an inner reservoir."
Let’s [start to] stop waiting for external approval, which is nice to have but is often a leaky basket of expectations. Let’s take a deep breath and transform this dread of “Do I have the right? Can I? Am I capable of launching this movement for change?” into “It’s time to become the leader I want to be, for the world I envision.”
Taking Action Toward Your Change
Write on paper or on your phone—list at least three of each of the following:
Studies and training programs that provided you with insights or tools to act as a change-maker,
Experiences, successes, and failures that have helped you learn a thing or two about leading change within a given system,
Skills you use so easily that you may have underestimated their value,
The people around you, whether near or far (e.g., a team, a mentor, a friend, podcasts, or books). These resources will support you on your journey.
All of these elements contribute to your “reserve of confidence” and, therefore, to your sense of legitimacy.
Do you really want to squander your fuel of confidence? Is the world such a perfect place that you can avoid doing your part? It is by doing your part, in your own way, that you build your legitimacy. So let me ask you: What role do you want to play in the world today?
In the next article, we'll explore the role you can play in engaging those around you in this systemic change. In the meantime, share your ideas and insights in the comments or by contacting me directly!
“‘Forevil to triumph, all it needs is the inaction of good people.’”
Do you want to become the leader you envision for the world you hope to see? Do you want to accelerate your ecosystem’s commitment to the change you hope for? Contact me! Here is a link to an exploratory call and the form to further elaborate on your ambitions and challenges: English
Your mindset can expand your sphere of influence
The way you engage people in the change you hope to bring about in the world will vary greatly depending on whether you think they are “uneducated,” “lost,” “disingenuous,” “dangerous,” or, on the contrary, “intelligent,” “sharp,” “capable,” and “more competent” than you in some areas.
Liz Wiseman and Greg McKeown’s book,*Multipliers: How the Best Leaders Make Everyone Smarter*, sparked valuable reflections for leaders. It offers insights for changemakers striving for individual and organizational transformation toward a more resilient, grounded, nature-centered, and humanistic world.
Who am I? A diminisher or a multiplier?
According to Wiseman and McKeown, there are two types of leaders:
“The first type drains intelligence, energy, and ability from the people around them and always needs to be the smartest person in the room. These are the diminishers”
(...) At the other end of the spectrum are leaders who use their intelligence to enhance the capabilities of those around them. These are the Multipliers.”
It seems pretty straightforward and easy, right?
Well, spoiler alert: the distinction is much more subtle than it seems. Depending on the context and our stress level, we can all act as "diminishers" or "multipliers." Often, "diminishers" don't act this way on purpose.
To overcome internal resistance, I am willing to be vulnerable (believe me, this is uncomfortable) by sharing my own struggles and discoveries:
I remember feeling encouraged when I discovered behaviors, stories, and tools that empowered me to continue acting as a catalyst for change in my organization and within my team.
Yet, I also remember how frustrated and ashamed I felt when I saw the results of the multipliers’ quiz: “You may unintentionally act as a diminisher.”
For example, I discovered that one of my key strengths—my creativity, also known as the “Idea Fountain Tendency”—could potentially cause organizational turmoil.
If my intention was to add value and spark ideas in others, it might also overwhelm them to the point of causing them to shut down.
What a shock to me! After years of leadership training, I thought people should build on their strengths rather than focus on their weaknesses!
Taking Action Toward Change
After taking a deep breath, the coach in me was able to reconnect with my growth mindset. I therefore looked for tips on how to navigate such risks and make the most of my strengths.
This anecdote shows that the issue of "multipliers" versus "diminishers" requires more attention than it might seem. It also highlights the risk of dichotomies such as "it's black or white."
So, with that in mind, what can you do to act as a catalyst for change?
First, I invite you to take the quiz.
Take the time to embrace these insights. They are merely a guide, not an absolute truth. That said, they may hold valuable lessons that can help you grow and make an impact.
Next, start paying attention to your mindset and try out some of their practical tips to change your behavior!
Last but not least, stay tuned (sign up for the newsletter if you haven't already) for the next chapter in the series!!! We'll explore ways to position yourself as a "change multiplier" to engage your ecosystem!
“Bean encourager—the world has enough critics already.”
Feel free to share how this article resonates with you—I’d love to hear from you. Also, if you’d like support in becoming the leader you want to be for the world you envision, contact me! Here’s a form to help you further explore your ambitions and challenges: English
Your mindset can expand your sphere of influence
The way you engage others in support of the change you hope to see in the world depends largely on your perception. You’ll act differently depending on whether you think you’re dealing with people who are “uneducated,” “lost,” “dishonest,” or “dangerous,” or, on the contrary, with individuals who are “intelligent,” “knowledgeable,” “capable,” and “more competent than you” in certain areas.
The book by Liz Wiseman and Greg McKeown titled "Multipliers: How the Best Leaders Make Everyone Smarter” (Multipliers: How the Best Leaders Make Everyone Smarter) is enlightening for leaders. I find that it also offers insights for change agents striving to transform individuals and organizations toward a more resilient, more sustainable, more nature-centered, and more humanistic world.
Who am I? A “diminisher” or a “multiplier”?
According to Wiseman and McKeown, there are two types of leaders:
"The first type drains the intelligence, energy, and abilities of those around them and always needs to be the smartest person in the room." These are the “diminushers.”
(...) At the other end of the spectrum are leaders who use their intelligence to amplify the capabilities of those around them.” These are the “multipliers.”
Translation by Deepl.com
That sounds pretty simple and easy, doesn't it? I imagine that most people reading this distinction consider themselves to be the second type of leader.
Well, listen up. Here’s a revelation. The distinction is much more subtle than it seems. Depending on the context and our stress levels, we can all act as “diminishers” or “multipliers.” In fact, those who diminish others often don’t do so intentionally.
To defuse any internal resistance, I’m willing to show vulnerability (believe me, it’s uncomfortable) by sharing my own struggles and discoveries:
I remember feeling inspired while reading this book. I discovered behaviors, stories, and tools that enabled me to continue serving as a catalyst for change in my organization and within my team.
Still, I also remember the frustration and shame I felt when I saw the results of the online quiz: “You may accidentally come across as a ‘diminisher.’”
For example, I discovered that one of my greatest strengths—my creativity (what they call the “idea-generating tendency”)—could give my organization a real boost.
While my intention was to add value and spark new ideas in others, this energy could also overwhelm the people I was talking to and cause them to withdraw into themselves.
What a shock! After years of training in leadership and coaching, I thought people were supposed to build on their strengths rather than focus on their weaknesses! Should we doubt our strengths? Should we be paranoid every time we say or do something?
Take Action to Bring About Change
After processing this news, the coach in me was able to reconnect with my “growth mindset.” I realized that it was about channeling my strengths effectively to serve my ecosystem—not stifle it. I looked for ways to mitigate these risks and make the most of my talents.
This anecdote is meant to show you that the issue of “multipliers” versus “diminishers” requires more attention than it might seem at first glance. It’s also meant to highlight the risk of “black-and-white” dichotomies.
So, now that this point has been clarified, what can we do to act effectively as a “change multiplier”?
First, I invite you to fill out the questionnaire.
Take the time to reflect on the results. This is merely a framework for interpretation, not an absolute truth. That said, it may hold valuable insights for your growth and impact.
Next, start observing your state of mind and try out some of their practical tips to boost your impact!
Finally, and most importantly, keep an eye out (and sign up for the newsletter if you haven’t already) for the next chapter in the series!! We’ll explore ways to position yourself as a “change multiplier” to engage your ecosystem!
"Encourageothers—the world already has enough naysayers."
Do you want to become the leader you envision for the world you hope to see? Is it time to discover and assert your leadership? Do you want to embed the concepts of positive impact and purpose at the heart of your organization? Is the challenge to accelerate engagement within your ecosystem to drive systemic change?
If your answer is yes and you’d like some guidance along the way, please contact me! Here’s a link to schedule a exploratory session and the form to further explore your goals and challenges.
How can you bring people together to work toward a sustainable world?
Engaging all levels of an organization on sustainability is a recurring challenge. As I tried to write an article addressing this issue, I got stuck. Really stuck. A complete blank. Nothing. Why? Simply because it seems impossible to tackle this intractable problem all at once. There are so many aspects to consider, such as:
Your mindset—What are your views on the people you want to attract? Are they people you need to “educate”? Are they threats you want to mitigate? Or are they important influencers from whom you expect support?
Your legitimacy—What role will you choose on this journey? Will you be a passenger or a driver? How will you exercise your leadership?
Your target audience—Do you want to reach top-level executives, middle management, or operational staff? Beyond your immediate circle of influence, who should your ecosystem partners be?
Your influence—How do you plan to persuade the diverse group of people with different personalities and backgrounds that you will interact with?
Your strategy - What is your main goal? How will you engage people? What tactics could you use to achieve this?
To convey a concise and more dynamic message, I'll write a series of short articles (about 2 minutes each) on the topic.
Since our actions are largely determined by our thoughts, I’ll start with the topic of mindset! Take a look at the first chapter, “Your mindset can expand your sphere of influence.”
Feel free to share how this article resonates with you—I’d love to hear from you. Also, if you’d like support in becoming the leader you want to be for the world you envision, contact me! Here’s a form to help you further explore your ambitions and challenges: English
How can you bring people together to work toward a sustainable world?
As I tried to write an article addressing this concern, I hit a wall. I was really stuck. A complete blank. Nada. Why? Simply because it seems impossible to tackle this issue all at once.
There are so many factors to consider, such as:
Your mindset— What do you think of the people you want to attract? Are they people you need to “educate”? Are they threats you want to neutralize? Or are they influencers whose support you’re counting on?
Your Legitimacy —What role will you choose on this journey? Will you be a passenger or a driver? How will you exercise your leadership?
Your Target Audience —Do you want to reach the executive committee, middle management, or front-line staff? Beyond your immediate circle of influence, what is your ecosystem? Who are your partners?
Your Influence— How do you plan to persuade the diverse range of individuals and roles you will be interacting with?
Your Strategy - What is your main goal? How do you want to engage people? What tactics could you use to achieve this? What specific actions will you take?
To convey a concise and more engaging message, I will write a series of short articles on the topic.
Since our actions depend mainly on our thoughts, I'll start with the topic of mindset. Take a look at the first chapter, " Your Mindset Can Expand Your Sphere of Influence."
Do you want to become the leader you envision for the world you hope to see? Is it time to discover and assert your leadership? Do you want to embed the concepts of positive impact and purpose at the heart of your organization? Is the challenge to accelerate engagement within your ecosystem to drive systemic change?
If your answer is yes and you’d like some guidance along the way, please contact me! Here’s a link to schedule a exploratory session and the form to further explore your goals and challenges.