Camille Guezennec ou le voyage d’une goutte d’eau
- Keep In Touch
- Le 16 juin 2021
Il faut dire que la jeune Lot-et-Garonnaise a bien navigué, de Bordeaux à Paris, de Nantes à Seattle, portée par cet attrait pour l’humain, l’environnement, la société qu’elle n’a cessé, depuis, d’aiguiser.
« J’ai toujours eu envie de m’engager au service des Hommes et de la société, confie Camille. Dans d’autres écoles, on m’a dit que ce n’était pas un projet de carrière. A Audencia, au contraire, j’ai trouvé une oreille attentive à cette idée et ça m’a mis le pied à l’étrier. En mixant les stages dans des structures RH, le parcours RSE de l’école et la majeure Conseil, je me suis construit un bagage solide mais il faut du temps, de l’expérience et un peu d’introspection pour bien se connaître. Il faut se rencontrer. »
La découverte de cette vérité personnelle passe par des choix parfois audacieux, comme celui de s’éloigner des gros cabinets de conseil dans lesquels elle apprécie avantages et qualité de vie au travail mais manque de sens. « Je me sentais seule, un peu décalée, pas dans mon environnement » explique Camille qui recherche alors son équilibre dans le bénévolat.
En parallèle, elle découvre l’Économie Sociale et Solidaire qui réconcilie impact et business. Mais le secteur en plein développement est difficile à pénétrer. Alors Camille rejoint Alter&Go, un petit cabinet de conseil faisant la part belle à l’intrapreneuriat et aux enjeux RSE.
Pendant deux ans, elle accompagne la dynamique de changement de ses clients, travaillant avec les équipes pour comprendre des politiques venues d’en haut jusqu’à les intégrer dans leurs procédures quotidiennes. « Les fusions ou les rachats sont des moments délicats où chaque collaborateur doit faire sienne une nouvelle culture, s’adapter à de nouveaux modes de management et redéfinir son pacte avec l’entreprise pour laquelle il travaille. Ce n’est jamais simple. »
Camille participe aussi à l’élaboration d’une offre destinée aux Directeurs RSE des grandes entreprises et au design d’un programme d’incubation pour les entrepreneurs sociaux, qui sème la graine d’une question désormais au cœur du projet Little Big Impact : comment mieux utiliser les stratégies d’accompagnement du changement sur les enjeux sociaux et environnementaux tant dans les organisations qu’auprès des individus ?
C’est en effet poussée par l’inconfort d’une transition professionnelle – le rachat de son cabinet par une grosse structure – que Camille se lance avec trois anciens collègues dans l’aventure entrepreneuriale avec à cœur, l’idée de lier l’humain et les transitions environnementales et sociales. En mars 2020, quelques jours avant le début du premier confinement, naît donc Little Big Impact, nouvel acteur de la transition écologique et sociale qui accompagne les individus et les organisations pour passer à l’action en faveur d’un monde plus responsable.
« Chance ou obstacle supplémentaire ? On ne le saura jamais vraiment. Les plus et les moins se mélangent, comme souvent. Les enjeux sur lesquels nous travaillons sont au cœur de toutes les préoccupations dans cette crise mais les budgets des entreprises ont tendance à geler et les individus à patienter. Cela nous oblige à être agiles dans nos propositions. »
A travers un bilan de compétence ou des ateliers sur l’impact positif, Little Big Impact aide chaque participant à se découvrir, se libérer d’un contexte anxiogène et identifier son propre terrain d’action et d’engagement. « La crise écologique peut être paralysante tant qu’on n’accepte pas que chaque goutte d’eau est utile. Peu importe la manière dont on l’incarne, on a tous un rôle à jouer. »
Le parcours demande le courage d’exposer une part de vulnérabilité et il est accessible à tous les âges. D’ailleurs, beaucoup de trentenaires se tournent vers Little Big Impact à titre individuel : la crise sanitaire n’y est sans doute pas étrangère. « C’est aussi une question de fond, note cependant Camille. La quête de sens est présente très tôt dans les parcours aujourd’hui mais elle tarde à se formaliser. Il faut du temps et une certaine maturité. Le coaching engagé pourrait être plus présent dès l’école, surtout au retour de l’année de césure. Mais il y a peut-être aussi une proposition à formaliser pour les alumni trois à cinq ans après leur diplôme. »
« Si j’avais un conseil à donner ? Je dirais aux étudiants comme aux jeunes diplômés qu’ils ne sont pas seuls à se questionner, conclut-elle. Et que c’est OK de le faire. C’est OK et c’est sain de traverser des périodes d’instabilité et de se montrer plus vulnérable. Ce sont des moments qui permettent d’aller plus vers soi. »
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