A model designed to support leaders
Since La Boetie was founded in 2015, we have gradually developed a model that enables each of us to better support leaders and their teams at high-stakes moments.
Each of the following operating principles described here contributes to this objective.
1. Partners” autonomy
We are deeply attached to our freedom to carry out our assignments. Each of us develops his business in his own way, and is free to choose who he works with, within La Boetie Partners or elsewhere, to best meet our clients’ needs.
2. Equal shareholding
We are all La Boetie Partners shareholders with the same number of shares. We are a genuine team, with its successes, tensions and challenges, just as our customers experience them within their teams.
3. Rotating Presidency
Every two years, we choose our Chairman in the light of our challenges for the next two years. We do this in two stages: first a “good conversation” to identify our collective challenges, then a few weeks later a second “good conversation” to choose from among us the person best able to guide us, given these challenges.
4. Financing
Our financing is as simple as it is unusual: each partner pays 5% of his or her fees to LBP to cover our expenses and investments of common interest. Each year, we must decide together how to use these financial resources.
5. Distributing responsibilities
Practices, Business, Jobs, Business Development, Business Network, General Secretariat… Responsibility for each area is delegated to a circle of a few associates, under the guidance of a “circle leader”. By contributing to several of these circles, each of us experiences the exercise of leadership and followership.
6. Common practices
In our areas of expertise, we are constantly formalizing “common practices”, based on our real-life experiences with our customers. These practices increase our efficiency on assignments, as we share a “common language” and reflexes.
7. Passing on our approaches to our peers
We pass on our practices to our colleagues through training courses, feedback, workshops and books. This obliges us to meet the highest standards and continue to seek out the best ways of doing things.
8. Singular talent
We encourage and help each of us to find and develop his distinctive “talent”, i.e. his own area of excellence, which is unique to each of us and cannot be passed on. We make sure that everyone develops their own visibility and legibility, and doesn’t take refuge behind a common brand image.
9. Places for good conversation
In each of our offices, we have a place to meet and receive our customers. They’re simple, pleasant, well-located and unpretentious. And above all, everything is designed to encourage good conversations.
