“Creating a family where everyone is in harmony with themselves”, Management

By leaving school at the age of 16 and deciding to join Canada without a work permit, truly self -taught Nicholas [Pasquier] form. He entered the world of work and then immediately climbed the ladder, from bizarre IT jobs to management positions in the United States. On the strength of this experience, he launched into entrepreneurship in 1998 with 7èmeZone.com (a site to overcome geographical restrictions on DVDs), a success until the internet bubble burst in 2001. After a second adventure, punctuated with a takeover and a return to the big groups, Nicolas discovered the world of luxury, intriguing him through his ability to survive and increase value regardless of the context, especially in the crisis of 2008. (…)

In April 2012, while bathing in a “pleasant taste” after eating a macaron in a hotel in Toulouse, he realized how beneficial it is to have a positive impact on our stress and hyper-connected daily lives. . Back home, she tried to improve the shower experience and made a first prototype made using a Kinder egg, to brighten the water in her shower in a minute by applying the color to food in the flow of water.

Now, that idea has become Skinjay, a product released in March 2015 in the high-end hospitality industry. After four fundraisers and a strategic partnership with leading faucets in the United States, the product is used in 300 luxury hotels and 40,000 homes around the world. Enthusiastic about the human adventure represented by modern entrepreneurship and the values ​​that come from it, Nicolas, now CEO, kindly testified about his way of building his collective over the years.

Formalize the ideal so that it is formed

From the beginning, my mission with Skinjay was to create a “family” where everyone could free to express themselves and reconcile with themselves, without making or forcing yourself. My philosophy: allow each team member to develop a work environment that allows him or her to be happy and content to give the best of himself or herself. My first conviction as an entrepreneur is that if we don’t like to work together, if we don’t like to exchange, we won’t be happy with our work. Working well with others can only be sustainable if the environment allows us to be ourselves!

To achieve this, the real complexity is to conceptualize and then reason the work relationship, the hierarchy, the responsibility… In the very beginning, it was done through feeling. In my recruitments, for example, I base myself on intuition and feelings, relying on my many years of experience. As the company grows, we need to write and formalize this “dream” professional relationship. By the end of our first year, I had already described elements, such as sharing, respect and listening, that govern our daily lives and our recruitment interviews. In addition, candidates are sometimes surprised within our discussions where we ask them who they are, what they want to do with their lives and what makes them vibrate every day.

Build values ​​as a backbone

My second conviction as an entrepreneur is that a company doesn’t exist: it’s just a community of people who, beyond everyday life, have the same purpose and purpose. Each employee arrives at the company with his or her luggage and his or her educational straitjacket. You can be the most humane and open person, you can try to change in a kind way the way in which employees get caught up in the job, in the beginning, you feel a little lonely and against everyone.

Managing a business and changing the work paradigm can be initiated by the business manager but will require team support and investment in change. When we went from five to fifteen people, it seemed important for me to go on to further describe our mission as a team and the values ​​that motivate us, by participating in all of this work, and also by being with us. The motivation is to make sure everyone can eventually be themselves and bring the best to the company. (…)

A company on a human scale

Throughout history, there have been many disputes with some employees, and we have troubled recruits that could have affected the team. We understand that this act of reflecting on what we want to do together and what we do as individuals and as a group is a daily task. Now, we no longer have to wait many months to discuss our values ​​and what unites us. Every Monday, we have a steering committee that makes a decision on all cross-company issues.

We have already reduced the size of the team, so that everything is accomplished to be at 150%. When we recruit someone within the company, we are more attentive to their values ​​and their adherence to the company’s values ​​because, in this long work, we have a feeling that we have reached an ideal. condition. Even if we and we are always “under construction”, we can’t run the risk of failing by the wrong person.

This text is taken from the book “Fly. The practical guide to a successful collective adventure”, published by Editions Dynamique Collective.

The authors:

Fly The Nest supports entrepreneurs who succeed in their scale change. This text is taken from their book, “Fly. The practical guide to a successful collective adventure ”, published by Editions Dynamique Collective in May 2021, 400 pages, 19 euros.

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