{"id":16128,"date":"2024-05-10T02:00:00","date_gmt":"2024-05-10T00:00:00","guid":{"rendered":"https:\/\/peoplesphere.be\/fr\/?p=16128"},"modified":"2024-05-09T20:09:22","modified_gmt":"2024-05-09T18:09:22","slug":"editorial-le-courage-managerial-une-competence-que-lon-peut-developper-ou-pas","status":"publish","type":"post","link":"https:\/\/peoplesphere.be\/fr\/editorial-le-courage-managerial-une-competence-que-lon-peut-developper-ou-pas\/","title":{"rendered":"\u00c9ditorial \u2013 Le courage manag\u00e9rial, une comp\u00e9tence que l\u2019on peut d\u00e9velopper ou pas?"},"content":{"rendered":"

Au cours de ces derniers mois, nous avons \u00e9t\u00e9 souvent sollicit\u00e9s par des organisations qui constatent un manque de courage manag\u00e9rial au sein de leurs \u00e9quipes en charge de la gestion quotidienne des activit\u00e9s. Absence de d\u00e9cision face \u00e0 l\u2019incomp\u00e9tence, pas de feedback en cas d\u2019erreur, z\u00e9ro prise de risque lorsque les solutions \u2018classiques\u2019 ne marchent plus\u2026 Ce sont les sympt\u00f4mes les plus fr\u00e9quents des comportements qui freinent s\u00e9v\u00e8rement notre efficacit\u00e9. Et nous avons tendance \u00e0 ramener la question du courage manag\u00e9rial \u00e0 un manque (ou un exc\u00e8s !) de testost\u00e9rone, sans en faire une probl\u00e9matique de genre. C\u2019est loin d\u2019\u00eatre suffisant. Voici une autre piste que nous vous invitons \u00e0 explorer\u2026<\/p>\n

Prendre et assumer les d\u00e9cisions, c\u2019est sans doute la t\u00e2che premi\u00e8re de n\u2019importe quel manager, \u00e0 quelque niveau que ce soit. Pourtant, cette capacit\u00e9 \u00e0 trancher et \u00e0 porter la responsabilit\u00e9 d\u2019un choix semble devenir une denr\u00e9e rare. Il faut \u00e9couter les premiers concern\u00e9s, \u00e0 savoir les d\u00e9cideurs eux-m\u00eames\u2026 Les contraintes et risques juridiques et les p\u00e9nuries de talents sont r\u00e9guli\u00e8rement cit\u00e9s lorsque nous essayons de comprendre pourquoi nous sommes en panne de courage. Quoi d\u2019autre encore?<\/p>\n

Confiance de l\u2019organisation, confiance dans l\u2019organisation<\/em><\/strong><\/h3>\n

\u2018Si je prends cette d\u00e9cision, la direction et mes coll\u00e8gues vont-ils me suivre?\u2019<\/em> Ce questionnement est l\u00e9gitime car nous savons \u00e0 quel point le manque de solidarit\u00e9 au sein des \u00e9quipes dirigeantes est un probl\u00e8me r\u00e9current. Le besoin de soutien et d\u2019alignement est permanent.
\nLe courage est en effet ce que nous pourrions appeler une \u2018comp\u00e9tence collective\u2019. Il vient ais\u00e9ment quand on est ensemble. En cultivant la discipline et la coh\u00e9rence dans l\u2019action, il devient facile de poser des choix forts et audacieux puisque la confiance entre le manager et son organisation grandit de jour en jour.<\/p>\n

Pouvoir sanctionner en restant un manager bienveillant<\/em><\/strong><\/h3>\n

Le management souffre \u00e9galement, m\u00eame si cela peut sembler paradoxal, de l\u2019imp\u00e9ratif de bienveillance qui r\u00e8gne dans notre soci\u00e9t\u00e9 et qui anesth\u00e9sie parfois nos prises de d\u00e9cision. Nous voudrions toutes et tous \u00e9voluer dans un environnement o\u00f9 tout le monde il est beau, tout le monde il est gentil\u2026 Mais nous n\u2019y sommes pas vraiment, c\u2019est un s\u00e9rieux euph\u00e9misme.
\nDans nos entreprises, chacune et chacun m\u00e9rite le respect et la pr\u00e9servation de son int\u00e9grit\u00e9 physique et mentale. Y compris les toxiques, les menteurs, les escrocs et tous les autres\u2026 qui m\u00e9ritent \u00e9galement que leurs comportements peu appropri\u00e9s dans le cadre du projet commun soient sanctionn\u00e9s d\u00e8s que cela s\u2019impose. La contradiction apparente entre le management positif et la chasse aux imposteurs peut et doit \u00eatre lev\u00e9e rapidement.<\/p>\n

Entrer sans r\u00e9serve dans une logique de dialogue et de d\u00e9bat<\/em><\/strong><\/h3>\n

Enfin, il nous appara\u00eet chaque jour davantage que le courage manag\u00e9rial grandit avec la ma\u00eetrise du verbe. Il y a quelques mois d\u00e9j\u00e0, nous avons \u00e9voqu\u00e9 l\u2019importance d\u2019ouvrir et d\u2019entretenir le dialogue dans nos organisations o\u00f9 les non-dits sont encore trop nombreux. Provoquer les d\u00e9bats et s\u2019engager dans la conversation avec les coll\u00e8gues reste \u00e9nergivore. Au-del\u00e0, cela s\u2019av\u00e8re \u00e9puisant sur le plan \u00e9motionnel. Or, les mots \u2013 et surtout les arguments qu\u2019ils portent \u2013 sont indispensables pour expliquer, convaincre, d\u00e9fendre, contredire, etc\u2026
\nSans dialogue ni d\u00e9bat, nos entreprises et nos collaborateurs peuvent avancer mais ils ne se comprennent pas. C\u2019est pourquoi nous devons prendre la parole (et notre courage \u00e0 deux mains pour l\u2019occasion).<\/p>\n

Nous aimerions tendre vers une soci\u00e9t\u00e9 o\u00f9 le licenciement et l\u2019\u00e9loignement du march\u00e9 du travail n\u2019auraient plus droit de cit\u00e9. La probl\u00e9matique du courage manag\u00e9rial y serait peut-\u00eatre tr\u00e8s secondaire. En attendant (et pour quelques ann\u00e9es encore, nous sommes pr\u00eats \u00e0 prendre les paris), nous pouvons continuer \u00e0 promouvoir et faciliter l\u2019exercice plein et entier de nos responsabilit\u00e9s. Et rappeler que le courage, ce n\u2019est pas seulement une question de caract\u00e8re. C\u2019est aussi une question d\u2019environnement et de culture partag\u00e9e au sein de nos organisations. La r\u00e9ponse est en nous et la solution, quant \u00e0 elle, est dans le collectif, comme toujours.<\/p>\n

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

Au cours de ces derniers mois, nous avons \u00e9t\u00e9 souvent sollicit\u00e9s par des organisations qui constatent un manque de courage manag\u00e9rial au sein de leurs \u00e9quipes en charge de la gestion quotidienne des activit\u00e9s. Absence de d\u00e9cision face \u00e0 l\u2019incomp\u00e9tence, […]<\/p>\n","protected":false},"author":2,"featured_media":16129,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[65,62,10,2],"tags":[757,685,4043,183],"yoast_head":"\n\u00c9ditorial \u2013 Le courage manag\u00e9rial, une comp\u00e9tence que l\u2019on peut d\u00e9velopper ou pas? - Peoplesphere<\/title>\n<meta name=\"description\" content=\"\u00c9ditorial \u2013 Le courage manag\u00e9rial, une comp\u00e9tence que l\u2019on peut d\u00e9velopper ou pas?\" \/>\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-courage-managerial-une-competence-que-lon-peut-developper-ou-pas\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"\u00c9ditorial \u2013 Le courage manag\u00e9rial, une comp\u00e9tence que l\u2019on peut d\u00e9velopper ou pas? 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