When Marvin Faure’s career took a twist and entered human relations, his initial reaction was disappointment. To a Cambridge and INSEAD graduate, who’d been a British Naval officer and worked the pressured oil fields of Asia, this felt like a demotion – a shift that made him question whether his career was on the slide. Today his smile is wry. ‘What we engineers labelled ‘soft-stuff’ is actually one of the toughest jobs in business!’
Up until then, how to motivate his team wasn’t something he’d dwelled on. Like many managers, he’d assumed it was enough to get paid for a job… Poor company results led him to serious reflection. But identifying the problems that beset the company didn’t achieve the breakthrough he was seeking.
‘In the same way that you can’t drive a car by looking in the rear-view mirror, I realized you can’t solve morale and motivational problems by simply trying to understand where they come from. People need a clear and compelling vision of the future,’ says Marvin.
Engineers are known for their logic and rationality. So Marvin set about learning all he could to become an expert in organizational transformation. His research led him to the principles of Appreciative Inquiry - a process that brings about corporate change by focusing on the positive achievements that give life and strength to an organisation. His particular contribution to MindStore is to have developed approaches for organisational change that use collaboration to make effective, sustainable decisions.