Corporate Practice 40 | Developing Leaders Issue 28: 2018 Encouraging Better Teamwork at Total emlyon business school’s innovative 100% online program for Total W ith nearly 100,000 employees, more than 150 nationalities and 500 professions represented in its workforce,  Total  is hugely rich in human capital – exemplified by the group’s tremendous technical and commercial expertise. However, while leading-edge technology and shrewd investing will be two uncontested pillars of its future growth, this third essential ‘human’ pillar, its workforce, is expected to contribute just as much towards its competitive advantage if given additional learning support. Total, the French oil and gas giant, like all energy companies is facing exciting new opportunities as it maps its way to a post-carbon future. It has opportunities to create a less carbon intensive world, both by innovating to make its existing hydrocarbon fields greener and by leading diversification to renewable energy and electricity storage. Total also is looking to help eliminate the energy poverty that is still prevalent in the developing world as its services become more accessible and cheaper. To fulfil its ambition, the challenge the group now faces is to build the leadership and management capacity capable of embracing the changes needed to deliver the significant benefits that its technological advances now offer. In an ever more complex and fast changing world, the group’s managers need to be more agile, to collaborate more effectively, to share information, and even to share decision-making – allowing problem- solving responsibility further down the organization. “Today’s digital world of industrial ‘Internet of Things’ also provides opportunities to improve our processes. Development of our managers and leaders of today, and more crucially our leaders of tomorrow, is therefore of strategic importance to lead the various changes as we drive ahead into the coming decades,” says Alan Lambert, Head of Global Management Programs, Total Learning Solutions SAS. To meet this challenge, the need was not to undertake some major cultural change, but rather to create better ways of collaborative working at team level and across functions. The priority was to help managers strengthen their relational intelligence, to create a climate conducive to collective performance, and develop better dynamics within teams so they fulfil their potential effectiveness and creativity through collaboration. By Peter Chadwick