The Emotional Salary Barometer far exceeded our expectations and provided a common language to start honest dialogues about our emotions. Based on this accurate emotional diagnosis that brought together everyone’s feelings, we committed ourselves to continuously creating spaces to improve the emotional salary, acting based on these recommendations and continuing to promote well-being within our company, to measure at 6 months again our emotional salary and check the evolution. On the other hand, it allowed us to become aware of the co-responsibility that the emotional salary implies, which requires the commitment of each person, the leaders, and the organization.

To cite a specific example, we became aware that the emotional signature of our company is enjoyment, and that the belonging factor was well below enjoyment, when they are often factors that go hand in hand. This dissonance led us to consider, as a group, developing simple but effective actions such as instances of weekly meetings with the aim of taking the inspiration and belonging of the entire team to another higher level. We know that through these instances, and taking action on other opportunities that the Emotional Salary Barometer made us glimpse, we can enhance the organization’s creativity to another level. And along the way, as a domino effect, strengthen our direction, purpose and personal growth through these actions. The Emotional Salary is awakening very interesting possibilities for all of us.