Companies that win will take care of the person before focusing on performance


"Managing only for performance is like playing tennis by looking at the scoreboard rather than the ball".


Ivan Lendl, one of the greatest tennis players in history, looks at the ball, not the score. He focuses on what makes his game, not on the scoreboard. The results follow, as a consequence.

At moka.care, we are convinced that the company of tomorrow will have to play like Ivan Lendl: focus first on what makes it win, i.e. its people, and not on the scoreboard, i.e. the financial performance. In the long run, it will be a big winner.

By reversing the order of priorities, everything changes.


Why do people stay less time in a company than before? How can we explain the fact that today, in France, 1 in 2 millennials have already left their job because they didn't feel good in their head (depression, burn-out, harassment...)?


Attracting and retaining talent has become the number one issue for companies today. At the same time, feeling good at work has become the number one priority for talent today. Ahead of salary, company prestige or any other criteria that used to prevail.


By focusing on the person, before thinking about performance, i.e. by reversing the order of priorities, everything changes.

From a transactional and short-term relationship at work and in the company, we move to a relationship of trust between people, which lasts over the long term.

The transactional relationship was "I give my performance and my time in exchange for a salary, an apprenticeship, a social status; and if I consider that the transaction is becoming unequal, I leave".


A trusting relationship is "my company cares about me as a person and doesn't just consider me for my performance - not only will I stay longer but, when I leave, I will stay in the community, in the 'family'.


Everything we do at moka.care is based on treating each person as if they were part of our family. 


I lost someone close to me in the first month of my working life. More than 4 years later, I still remember receiving an email from the HR director at the time. He told me, in very personal words, that he was thinking of me at this difficult time, that I could take the time I needed for myself and my family, that the job could wait and that there were more important things to do in the short term. The words chosen were natural and human, far from what I imagined to be a boss/employee relationship. He had not cared about my short-term performance. He cared about me as a person, as a family member might have done. More than 4 years later, I still remember that.


The loss of a loved one is an example, but other life situations have an impact on our morale: the post-partum period for young mothers, a professional situation that generates a lot of pressure, family and couple difficulties, confrontation with illness, difficulty in having children, etc.


Whatever the reason, personal or professional, a person who does not feel good in his or her head is not necessarily as efficient at work as he or she could be, but above all, not as fulfilled, quite simply.


At moka, ".care" is not chosen at random. On the contrary, it defines us. It's what drives us: to help companies take care of everyone who needs it, whatever the situation.


The problem is that companies are not in a position to support a person who feels the need.


The email from my HRD touched me by its attention, but it did not improve the state of mind in which one feels at these moments in a lasting way. This is not a criticism, it just wasn't possible.


Later, Guillaume and I realised that the companies we had worked for, which employ a lot of young people, were unable to provide effective support to those who needed it.


Internally, those who could help (primarily managers and HR teams) are often afraid of interfering in private life and therefore do not dare to act. When they do try, it can sometimes make the situation worse: they have very rarely been trained in psychological techniques and are especially unprepared to bear the mental burden that such support can generate. They could then refer the person to a specialist (psychologist, coach, etc.) but often do not have the appropriate contacts. On the employee's side, the company's obvious lack of neutrality often leads them not to broach the subject for fear of being judged. Finally, even if they have been given a contact, the financial barrier linked to the non-reimbursement of most of the psychological support professions also means that they put off the consultation.


Faced with this situation, companies sometimes provide their employees with counselling lines. Having experienced it, these solutions are of course useful but they are just not made for us in these situations. They talk about PSR, crisis management or depression and we are given a telephone number on a poster on the fridge in the third floor cafeteria.

Imagine that someone in your family is not well - would you go and say "go and look on the fridge, there is a number you can call, they will help you"? No, you'd go out of your way to find someone who could really help them. Whatever the situation, you will be by his side, you will accompany him over time, without judging him.


This is why we decided to reinvent psychological support in companies. That is to say, by adapting it to our generation, by helping each person to find the right practitioner, whatever their situation and expectations, by allowing them to consult him or her over time, always in complete confidentiality.


We simply want to enable all companies to be there when their employees need them, just as a family member would.

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