Connecting and servant leadership: the vision of Anthony Duffeleer

Anthony Duffeleer became CEO of the Parisian scale-up Augment in mid-2020. Looking at his track record, this is, without doubt, an atypical step in his career. Anthony is anything but the technical expert in this field. On top of that, a major strategic turnaround had to be made in a short period of time to keep the company afloat.

How does one go about this as a leader, knowing that the company is going through turbulent waters?

Anthony prides himself on taking time to get to know the business and the people. This is what we call connective leadership.

Despite the urgency of the strategic changes, he took his time for the above-mentioned necessity. "Reculer pour mieux sauter", as they would say in Paris.

His golden rule? Be careful with the speed at which you approach things and adopt a rhythm that works for everybody.

1. The key message would be to listen and to look around a lot. How does the company function? Who are the people? How do the people work?
2. Then ask a lot of questions and question many things but positively and directly.
3. Avoid the word 'change' and do not throw every existing thing into the bin straight away.

While listening, you collect a lot of information, but what do you do with it?

• To bring 'people on point,' i.e. to put the right person in the right place
• So that people can detect, develop and use their talents
• To achieve the greatest compatibility

Anthony has an unambiguous interpretation of the concept of serving leadership.

• "I like to be an umbrella": we walk through the rain together, but I'm the one holding the umbrella. Not only when it's raining hard (read: when things are bad), but especially bringing calm and giving people comfort so they can do their work in the right conditions.
• "I am the one in charge, but not the only one making decisions": everyone should be able to make decisions, knowing that there is always an umbrella protecting them from possible rain.
• “I will use you, but use me as well”: as a non-experienced CEO, he needs the skills from all employees, but conversely, as a CEO, he is always fully at their disposal.

We agreed in our conversation that a serving leader who is respectful, who can have difficult conversations, who names things, and who argues decisions, gains credibility.