{"id":15939,"date":"2024-03-28T03:45:26","date_gmt":"2024-03-28T01:45:26","guid":{"rendered":"https:\/\/peoplesphere.be\/fr\/?p=15939"},"modified":"2024-03-28T03:45:26","modified_gmt":"2024-03-28T01:45:26","slug":"editorial-le-feedback-negatif-un-acte-managerial-delicat-liberateur-et-necessaire","status":"publish","type":"post","link":"https:\/\/peoplesphere.be\/fr\/editorial-le-feedback-negatif-un-acte-managerial-delicat-liberateur-et-necessaire\/","title":{"rendered":"\u00c9ditorial \u2013 Le feedback \u2018n\u00e9gatif\u2019, un acte manag\u00e9rial d\u00e9licat, lib\u00e9rateur et n\u00e9cessaire."},"content":{"rendered":"

Les boomers pensent que les nouvelles g\u00e9n\u00e9rations n\u2019ont ni la patience ni l\u2019humilit\u00e9 qui leur permettraient de faire face \u00e0 leurs premiers revers sur leur lieu de travail. Les Millenials et repr\u00e9sentants de la Gen Z montrent une sensibilit\u00e9 extr\u00eame au respect de leur int\u00e9grit\u00e9. En cons\u00e9quence, il est devenu tr\u00e8s compliqu\u00e9 de partager un retour n\u00e9gatif lorsque les performances ou la qualit\u00e9 au travail ne sont pas au rendez-vous. Un simple conflit g\u00e9n\u00e9rationnel (un de plus) ? Non, pas vraiment. C\u2019est l\u2019\u00e9volution de nos pratiques manag\u00e9riales que nous pouvons analyser en l\u2019occurrence.<\/p>\n

Pour donner du feedback, il est n\u00e9cessaire de prendre en compte simultan\u00e9ment le d\u00e9veloppement des collaborateurs, la contribution \u00e0 la performance collective, la charge psycho-sociale ressentie, la vitesse de la communication\u2026 Cela requiert une pr\u00e9paration sans faille et quelques rappels utiles que nous partageons ici.<\/p>\n

Nos collaborateurs sont un peu comme des petits chatons. Si fragiles\u2026 et pourtant d\u00e9j\u00e0 g\u00e9n\u00e9tiquement dot\u00e9s d\u2019un caract\u00e8re qui laisse appara\u00eetre le f\u00e9lin f\u00e9roce en devenir. Le management par la bienveillance inconditionnelle nous a interdit de pouvoir balancer une v\u00e9rit\u00e9 bien sentie \u00e0 un collaborateur qui a foir\u00e9. Pourtant, quand c\u2019est mauvais, il faut le dire! A condition donc de prendre en compte quelques principes de base qui nous \u00e9viterons de de basculer du c\u00f4t\u00e9 obscur\u2026<\/p>\n

Au bon moment et au bon endroit<\/em><\/strong><\/h3>\n

Pour commencer, nous devons int\u00e9grer toute l\u2019importance de la repr\u00e9sentation sociale pour chacune et chacun d\u2019entre nous. Le statut au sein du groupe est une donn\u00e9e essentielle. Et lorsque celui-ci est \u00e9branl\u00e9 par un feedback n\u00e9gatif, c\u2019est l\u2019\u00eatre tout entier qui peut vaciller. C\u2019est pour cette raison que la reconnaissance est publique et que la remise en cause est priv\u00e9e. Elle n\u2019est pas confidentielle pour autant. Elle est de pr\u00e9f\u00e9rence individuelle et s\u00e9curis\u00e9e. Il n\u2019y aucun int\u00e9r\u00eat, autre que celui d\u2019un plaisir sadique \u00e0 satisfaire, \u00e0 humilier un collaborateur en public. Le choix de l\u2019instant ad\u00e9quat (aussi rapidement que possible, bien s\u00fbr) et de l\u2019endroit adapt\u00e9 (en privil\u00e9giant une relation personnelle) est important. Il va d\u00e9terminer \u00e0 coup s\u00fbr notre capacit\u00e9 \u00e0 passer des messages difficiles.<\/p>\n

Un effort r\u00e9el pour retrouver une dynamique positive<\/em><\/strong><\/h3>\n

Pourquoi l\u2019exclure\u2026 Il est possible que tel comportement ou que la b\u00eatise crasse suscite chez nous un p\u00e9tage de plombs s\u00e9v\u00e8re voire une envie de \u2018meurtre\u2019 professionnel, notamment lorsque les enjeux sont critiques. Pas toujours simple de g\u00e9rer cet instinct destructeur lorsque nous sommes dans l\u2019ar\u00e8ne\u2026 Comment pouvons-nous nous prot\u00e9ger contre les exc\u00e8s de violence verbale qui ne r\u00e9pondent \u00e0 aucun objectif autre que l\u2019expression du pouvoir? L\u2019exercice consiste \u00e0 trouver le point d\u2019\u00e9quilibre entre une communication claire et impactante d\u2019une part et une volont\u00e9 r\u00e9elle de pouvoir collaborer demain. Passer le message bien s\u00fbr, v\u00e9rifier sa bonne compr\u00e9hension n\u00e9cessairement et trouver le chemin pour sortir de l\u2019orni\u00e8re avant tout : voil\u00e0 la s\u00e9quence id\u00e9ale. Balancer un feedback n\u00e9gatif sans perspective de suivi, cela ressemble franchement \u00e0 un plaisir solitaire. Cela permet de se d\u00e9tendre sans doute. Et apr\u00e8s ?<\/p>\n

Jamais neutre sur le plan \u00e9motionnel<\/em><\/strong><\/h3>\n

Au fond, ce que nous voulons \u00e9viter via ce partage de quelques constats et propositions, c\u2019est le silence. Dans nos entreprises, nous voyons les foss\u00e9s qui se creusent entre des collaborateurs qui ne parviennent pas \u00e0 fonctionner dans leur environnement et des managers qui se sont r\u00e9sign\u00e9s \u00e0 les subir plut\u00f4t que d\u2019aller au conflit.
\nCela confirme une des raisons pour lesquelles la gestion du feedback est devenue sensible aujourd\u2019hui\u2026 Elle exige un investissement \u00e9motionnel important. Une implication forte et une promesse de dialogue car le plus important reste au final la r\u00e9action du destinataire. En face de nous se trouve potentiellement quelqu\u2019un.e qui souffre ou qui \u00e9prouve de la col\u00e8re ou encore qui n\u2019est absolument pas (plus) concern\u00e9 par les \u00e9v\u00e9nements. \u00catre capable de recevoir ces \u00e9motions en retour n’est pas sans risque. L\u2019art subtil du management exige que nous puissions absorber ces \u00e9motions et trouver la mani\u00e8re de les mettre au service du collectif. C\u2019est une \u00e9preuve lourde parfois, exaltante souvent.<\/p>\n

Nous pouvons pr\u00e9tendre que le feedback \u2018n\u00e9gatif\u2019 n\u2019existe pas. Qu\u2019il n\u2019y a pas de bon ni de mauvais feedback. Qu\u2019il n\u2019y a que la volont\u00e9 de donner une opportunit\u00e9 de grandir et\/ou de se remobiliser en vue des \u00e9ch\u00e9ances futures. Ce point de vue se d\u00e9fend sur le plan rh\u00e9torique. La r\u00e9alit\u00e9 du terrain nous confronte cependant \u00e0 une r\u00e9alit\u00e9 diff\u00e9rente. Lorsque nous n\u2019exprimons pas clairement notre insatisfaction face aux insuffisances, nous laissons s\u2019installer des normes de qualit\u00e9 qui se d\u00e9gradent.<\/p>\n

Sans grande surprise, les questions de forme entravent souvent la nature m\u00eame de nos messages. M\u00e9fiance donc quant \u00e0 notre ma\u00eetrise de la parole. L\u2019enjeu actuel que nous identifions consiste \u00e0 retrouver notre capacit\u00e9 \u00e0 d\u00e9livrer un \u2018taquet chaleureux\u2019 de temps \u00e0 autre. Une d\u00e9marche qui n\u2019est pas seulement lib\u00e9ratrice, mais bien totalement n\u00e9cessaire.<\/p>\n

Jean-Paul Erhard<\/p>\n","protected":false},"excerpt":{"rendered":"

Les boomers pensent que les nouvelles g\u00e9n\u00e9rations n\u2019ont ni la patience ni l\u2019humilit\u00e9 qui leur permettraient de faire face \u00e0 leurs premiers revers sur leur lieu de travail. Les Millenials et repr\u00e9sentants de la Gen Z montrent une sensibilit\u00e9 extr\u00eame […]<\/p>\n","protected":false},"author":2,"featured_media":15940,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[65,62,10,2],"tags":[209,593,232,652,4015],"yoast_head":"\n\u00c9ditorial \u2013 Le feedback \u2018n\u00e9gatif\u2019, un acte manag\u00e9rial d\u00e9licat, lib\u00e9rateur et n\u00e9cessaire. - Peoplesphere<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/peoplesphere.be\/fr\/editorial-le-feedback-negatif-un-acte-managerial-delicat-liberateur-et-necessaire\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"\u00c9ditorial \u2013 Le feedback \u2018n\u00e9gatif\u2019, un acte manag\u00e9rial d\u00e9licat, lib\u00e9rateur et n\u00e9cessaire. - Peoplesphere\" \/>\n<meta property=\"og:description\" content=\"Les boomers pensent que les nouvelles g\u00e9n\u00e9rations n\u2019ont ni la patience ni l\u2019humilit\u00e9 qui leur permettraient de faire face \u00e0 leurs premiers revers sur leur lieu de travail. 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