{"id":17092,"date":"2024-12-05T04:25:23","date_gmt":"2024-12-05T02:25:23","guid":{"rendered":"https:\/\/peoplesphere.be\/fr\/?p=17092"},"modified":"2024-12-05T04:25:23","modified_gmt":"2024-12-05T02:25:23","slug":"editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort","status":"publish","type":"post","link":"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/","title":{"rendered":"\u00c9ditorial \u2013 Bye bye, cher patron\u2026 ou les limites d\u2019un leadership fort."},"content":{"rendered":"

D\u00e9but de cette semaine: \u2018d\u00e9mission\u2019 avec effet imm\u00e9diat de Carlos Tavares, patron embl\u00e9matique du groupe automobile Stellantis (ex PSA)\u2026 C\u2019est de facto le licenciement d\u2019un CEO adul\u00e9 jusqu\u2019il y a quelques mois pour son caract\u00e8re visionnaire et sa ma\u00eetrise d\u2019une gestion hyper comp\u00e9titive. Aujourd\u2019hui, les actionnaires et le personnel regrettent sa m\u00e9thode parfois brutale, son enfermement et au final des r\u00e9sultats qui ne correspondent plus aux attentes. Personne n\u2019est \u00e0 l\u2019abri d\u2019un revirement de situation.
\nVenons-en au leadership\u2026 Ce qui nous int\u00e9resse ici, c\u2019est de d\u00e9coder pourquoi et comment nos entreprises se s\u00e9parent durement des dirigeants et managers qui les transforment positivement. A quel moment un leader devient-il une cible \u00e0 abattre? A quel moment doit-il comprendre qu\u2019il est temps de c\u00e9der la place ?<\/p>\n

Ce sont, dans la plupart des cas des m\u00e2les alpha qui sont concern\u00e9, pour le moment du moins. Ils sont d\u00e9nigr\u00e9s avec la m\u00eame ardeur que lorsqu\u2019ils \u00e9taient ador\u00e9s. Comme si du jour au lendemain, il \u00e9tait possible d\u2019avoir perdu son modjo\u2026 C\u2019est cruel et, nous pouvons le dire, souvent pr\u00e9visible.<\/p>\n

La star du jour n\u2019est pas la star du lendemain.<\/em><\/strong><\/h3>\n

C\u2019est le lot de tous les dominants qui r\u00e8gnent, chacun \u00e0 leur \u00e9chelle… T\u00f4t ou tard, les domin\u00e9s vont se rebeller et exiger, sans d\u00e9lai, d\u2019\u00eatre respect\u00e9s pour ce qu\u2019ils sont. C\u2019est une mutinerie qui se concr\u00e9tise souvent par la mise \u00e0 l\u2019\u00e9cart manu militari de celui ou de celle qui incarne le pouvoir. Aujourd\u2019hui, avec la contestation des figures d\u2019autorit\u00e9, la chute des leaders puissants est in\u00e9vitable.<\/p>\n

Pourquoi donc ? Parce que les conditions de march\u00e9 ont chang\u00e9. Parce que les attentes des parties prenantes ont \u00e9volu\u00e9. Parce que de nouveaux talents ont \u00e9merg\u00e9. Parce que le leader en question n\u2019a pas veill\u00e9 \u00e0 changer de registre lorsque c\u2019\u00e9tait n\u00e9cessaire ! M\u00eame lorsque l\u2019on tr\u00f4ne au sommet de la pyramide, il est vital de pouvoir incarner des r\u00e9ponses diff\u00e9rentes \u00e0 des besoins diff\u00e9rents. Cultiver l\u2019adaptabilit\u00e9\u2026 Cette capacit\u00e9 \u00e0 intervenir de mani\u00e8re variable permet d\u2019offrir des r\u00e9ponses nuanc\u00e9es \u00e0 des \u00e9quations complexes, l\u00e0 o\u00f9 nos interlocuteurs tentent \u00e0 tout prix de nous mettre dans des cases. Le meilleur moyen de \u2018survivre\u2019 dans un monde en mouvement perp\u00e9tuel.<\/p>\n

Communication, le droit de tout dire (pendant un certain temps) ?<\/em><\/strong><\/h3>\n

Ensuite, un autre \u00e9l\u00e9ment central doit \u00eatre pris en compte : la communication, sp\u00e9cialement quand elle est agressive, g\u00e9n\u00e8re de la lassitude. C\u2019est le lot de celles et ceux qui veulent \u00eatre le moteur du changement. Il est sage de comprendre que, t\u00f4t ou tard, les \u00e9quipes n\u2019en peuvent plus de vous suivre. Cela ne signifie pour autant qu\u2019elles exigent un temps de repos. Cela signifie plut\u00f4t que l\u2019on ne peut incarner le changement ind\u00e9finiment. C\u2019est une question de cycle.<\/p>\n

Par ailleurs, pour bouger une organisation, il ne suffit pas de le vouloir de toutes ses forces. Il faut obtenir un minimum d\u2019adh\u00e9sion et pour cela, la ma\u00eetrise de la communication est indispensable. La tentation des leaders forts et charismatiques consiste \u00e0 bousculer les \u00e9quipes, \u00e0 les confronter souvent \u00e0 une r\u00e9alit\u00e9 crue et difficile \u00e0 reconna\u00eetre. Ce qu\u2019un leader consid\u00e8re comme un discours de v\u00e9rit\u00e9 est bien souvent re\u00e7u comme une provocation inutile. Peu importe au fond que cela soit vrai ou pas. Ce n\u2019est tout simplement pas agr\u00e9able \u00e0 entendre. Dans les faits, il faut bien reconna\u00eetre que l\u2019on ne peut pas tout dire, particuli\u00e8rement lorsque nous sommes aux commandes. L\u2019exc\u00e8s en la mati\u00e8re peut \u00eatre fatal, et ce m\u00eame si nous \u00e9voluons dans un environnement qui exige une transparence totale.<\/p>\n

Des attitudes incompatibles avec les attentes actuelles de nos \u00e9quipes<\/em><\/strong><\/h3>\n

Comprenons enfin que le paradigme du leadership a chang\u00e9. Les mod\u00e8les top-down ont v\u00e9cu. Prenons l\u2019exemple de la p\u00e9dagogie et de la transmission qui fait partie des r\u00f4les du leadership. Le sch\u00e9ma classique, bas\u00e9 sur la relation entre le d\u00e9tenteur du savoir et l\u2019apprenant, ne fonctionne plus. L\u2019apprentissage passe aujourd\u2019hui par la r\u00e9flexion aliment\u00e9e par les tiers et par nos proches en priorit\u00e9. C\u2019est une d\u00e9marche fond\u00e9e sur le dialogue et l\u2019interaction.<\/p>\n

Comment proc\u00e9der? Mettre les gens ensemble, parce qu\u2019ils vont d\u00e9velopper une exp\u00e9rience collective, atteindre un but commun (m\u00eame peu ambitieux) et apprendre les uns des autres.
\nLe leader a pour mission de cr\u00e9er ces occasions. Est-il devenu, \u00e0 l\u2019insu de son plein gr\u00e9, un organisateur d\u2019\u00e9v\u00e9nements? Un peu, oui. Le charisme reste important, nul ne le conteste. Il ne vaut toutefois que s\u2019il permet \u00e0 d\u2019autres charismes de s\u2019exprimer et de rayonner.<\/p>\n

Les contradictions apparentes se multiplient, et menacent s\u00e9rieusement les managers qui misent sur la puissance et la personnalit\u00e9. Comment faut-il l\u2019entendre? Une invitation, une de plus, \u00e0 l\u2019humilit\u00e9?
\nDifficile de vivre dans la discr\u00e9tion lorsque l\u2019attente g\u00e9n\u00e9rale consiste \u00e0 disposer d\u2019un r\u00e9f\u00e9rent – voire d\u2019une ic\u00f4ne – vers lequel on peut se tourner lorsque l\u2019on veut savoir quelle est la bonne direction \u00e0 emprunter.
\nNous ne sommes jamais aussi fragiles que lorsque nous atteignons le sommet. Au menu l\u00e0-haut, il y a l\u2019isolement, l\u2019exposition, la prise de risque, autant de r\u00e9alit\u00e9s qui mobilisent la force. Il y a aussi d\u00e9sormais la disponibilit\u00e9, l\u2019\u00e9coute et un principe simple qui consiste \u00e0 se mettre au service d\u2019un objectif plus grand que soi-m\u00eame. Un superbe exercice.<\/p>\n

Jean-Paul Erhard<\/p>\n

 <\/p>\n

Photo \u00a9afp.com – cr\u00e9dit F. Florin<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

D\u00e9but de cette semaine: \u2018d\u00e9mission\u2019 avec effet imm\u00e9diat de Carlos Tavares, patron embl\u00e9matique du groupe automobile Stellantis (ex PSA)\u2026 C\u2019est de facto le licenciement d\u2019un CEO adul\u00e9 jusqu\u2019il y a quelques mois pour son caract\u00e8re visionnaire et sa ma\u00eetrise d\u2019une […]<\/p>\n","protected":false},"author":2,"featured_media":17093,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[65,62,10,2],"tags":[389,1061,189,134],"yoast_head":"\n\u00c9ditorial \u2013 Bye bye, cher patron\u2026 ou les limites d\u2019un leadership fort. - 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-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"\u00c9ditorial \u2013 Bye bye, cher patron\u2026 ou les limites d\u2019un leadership fort. - Peoplesphere\" \/>\n<meta property=\"og:description\" content=\"D\u00e9but de cette semaine: \u2018d\u00e9mission\u2019 avec effet imm\u00e9diat de Carlos Tavares, patron embl\u00e9matique du groupe automobile Stellantis (ex PSA)\u2026 C\u2019est de facto le licenciement d\u2019un CEO adul\u00e9 jusqu\u2019il y a quelques mois pour son caract\u00e8re visionnaire et sa ma\u00eetrise d\u2019une […]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/\" \/>\n<meta property=\"og:site_name\" content=\"Peoplesphere\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/peoplesphere\" \/>\n<meta property=\"article:published_time\" content=\"2024-12-05T02:25:23+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/peoplesphere.be\/fr\/wp-content\/uploads\/2024\/12\/20241205tavaresscpetical-c-afp-fflorin.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"1200\" \/>\n\t<meta property=\"og:image:height\" content=\"630\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Jean-Paul Erhard\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@PeoplesphereMag\" \/>\n<meta name=\"twitter:site\" content=\"@PeoplesphereMag\" \/>\n<meta name=\"twitter:label1\" content=\"\u00c9crit par\" \/>\n\t<meta name=\"twitter:data1\" content=\"Jean-Paul Erhard\" \/>\n\t<meta name=\"twitter:label2\" content=\"Dur\u00e9e de lecture estim\u00e9e\" \/>\n\t<meta name=\"twitter:data2\" content=\"5 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/\"},\"author\":{\"name\":\"Jean-Paul Erhard\",\"@id\":\"https:\/\/peoplesphere.be\/fr\/#\/schema\/person\/7976225ff17988604334abb7b3536a7e\"},\"headline\":\"\u00c9ditorial \u2013 Bye bye, cher patron\u2026 ou les limites d\u2019un leadership fort.\",\"datePublished\":\"2024-12-05T02:25:23+00:00\",\"dateModified\":\"2024-12-05T02:25:23+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/\"},\"wordCount\":1004,\"publisher\":{\"@id\":\"https:\/\/peoplesphere.be\/fr\/#organization\"},\"keywords\":[\"communication\",\"d\u00e9mission\",\"leadership\",\"licenciement\"],\"articleSection\":[\"Actualit\u00e9s\",\"Articles\",\"Digital\",\"Magazine\"],\"inLanguage\":\"fr-FR\"},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/\",\"url\":\"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/\",\"name\":\"\u00c9ditorial \u2013 Bye bye, cher patron\u2026 ou les limites d\u2019un leadership fort. - Peoplesphere\",\"isPartOf\":{\"@id\":\"https:\/\/peoplesphere.be\/fr\/#website\"},\"datePublished\":\"2024-12-05T02:25:23+00:00\",\"dateModified\":\"2024-12-05T02:25:23+00:00\",\"breadcrumb\":{\"@id\":\"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/#breadcrumb\"},\"inLanguage\":\"fr-FR\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/\"]}]},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Accueil\",\"item\":\"https:\/\/peoplesphere.be\/fr\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"\u00c9ditorial \u2013 Bye bye, cher patron\u2026 ou les limites d\u2019un leadership fort.\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\/\/peoplesphere.be\/fr\/#website\",\"url\":\"https:\/\/peoplesphere.be\/fr\/\",\"name\":\"Peoplesphere\",\"description\":\"The People Managers Magazine\",\"publisher\":{\"@id\":\"https:\/\/peoplesphere.be\/fr\/#organization\"},\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\/\/peoplesphere.be\/fr\/?s={search_term_string}\"},\"query-input\":\"required name=search_term_string\"}],\"inLanguage\":\"fr-FR\"},{\"@type\":\"Organization\",\"@id\":\"https:\/\/peoplesphere.be\/fr\/#organization\",\"name\":\"Peoplesphere Company srl\",\"url\":\"https:\/\/peoplesphere.be\/fr\/\",\"logo\":{\"@type\":\"ImageObject\",\"inLanguage\":\"fr-FR\",\"@id\":\"https:\/\/peoplesphere.be\/fr\/#\/schema\/logo\/image\/\",\"url\":\"https:\/\/peoplesphere.be\/fr\/wp-content\/uploads\/2023\/07\/peoplesphere-lgo-new-generik.jpg\",\"contentUrl\":\"https:\/\/peoplesphere.be\/fr\/wp-content\/uploads\/2023\/07\/peoplesphere-lgo-new-generik.jpg\",\"width\":1031,\"height\":1479,\"caption\":\"Peoplesphere Company srl\"},\"image\":{\"@id\":\"https:\/\/peoplesphere.be\/fr\/#\/schema\/logo\/image\/\"},\"sameAs\":[\"https:\/\/www.facebook.com\/peoplesphere\",\"https:\/\/twitter.com\/PeoplesphereMag\",\"https:\/\/www.linkedin.com\/company\/7587361?trk\",\"http:\/\/youtube.com\/peoplesphere\"]},{\"@type\":\"Person\",\"@id\":\"https:\/\/peoplesphere.be\/fr\/#\/schema\/person\/7976225ff17988604334abb7b3536a7e\",\"name\":\"Jean-Paul Erhard\",\"image\":{\"@type\":\"ImageObject\",\"inLanguage\":\"fr-FR\",\"@id\":\"https:\/\/peoplesphere.be\/fr\/#\/schema\/person\/image\/\",\"url\":\"https:\/\/secure.gravatar.com\/avatar\/f941e681460179738071629a51574930?s=96&d=mm&r=g\",\"contentUrl\":\"https:\/\/secure.gravatar.com\/avatar\/f941e681460179738071629a51574930?s=96&d=mm&r=g\",\"caption\":\"Jean-Paul Erhard\"},\"url\":\"https:\/\/peoplesphere.be\/fr\/author\/jpe\/\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"\u00c9ditorial \u2013 Bye bye, cher patron\u2026 ou les limites d\u2019un leadership fort. - Peoplesphere","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/","og_locale":"fr_FR","og_type":"article","og_title":"\u00c9ditorial \u2013 Bye bye, cher patron\u2026 ou les limites d\u2019un leadership fort. - Peoplesphere","og_description":"D\u00e9but de cette semaine: \u2018d\u00e9mission\u2019 avec effet imm\u00e9diat de Carlos Tavares, patron embl\u00e9matique du groupe automobile Stellantis (ex PSA)\u2026 C\u2019est de facto le licenciement d\u2019un CEO adul\u00e9 jusqu\u2019il y a quelques mois pour son caract\u00e8re visionnaire et sa ma\u00eetrise d\u2019une […]","og_url":"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/","og_site_name":"Peoplesphere","article_publisher":"https:\/\/www.facebook.com\/peoplesphere","article_published_time":"2024-12-05T02:25:23+00:00","og_image":[{"width":1200,"height":630,"url":"https:\/\/peoplesphere.be\/fr\/wp-content\/uploads\/2024\/12\/20241205tavaresscpetical-c-afp-fflorin.jpg","type":"image\/jpeg"}],"author":"Jean-Paul Erhard","twitter_card":"summary_large_image","twitter_creator":"@PeoplesphereMag","twitter_site":"@PeoplesphereMag","twitter_misc":{"\u00c9crit par":"Jean-Paul Erhard","Dur\u00e9e de lecture estim\u00e9e":"5 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"Article","@id":"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/#article","isPartOf":{"@id":"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/"},"author":{"name":"Jean-Paul Erhard","@id":"https:\/\/peoplesphere.be\/fr\/#\/schema\/person\/7976225ff17988604334abb7b3536a7e"},"headline":"\u00c9ditorial \u2013 Bye bye, cher patron\u2026 ou les limites d\u2019un leadership fort.","datePublished":"2024-12-05T02:25:23+00:00","dateModified":"2024-12-05T02:25:23+00:00","mainEntityOfPage":{"@id":"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/"},"wordCount":1004,"publisher":{"@id":"https:\/\/peoplesphere.be\/fr\/#organization"},"keywords":["communication","d\u00e9mission","leadership","licenciement"],"articleSection":["Actualit\u00e9s","Articles","Digital","Magazine"],"inLanguage":"fr-FR"},{"@type":"WebPage","@id":"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/","url":"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/","name":"\u00c9ditorial \u2013 Bye bye, cher patron\u2026 ou les limites d\u2019un leadership fort. - Peoplesphere","isPartOf":{"@id":"https:\/\/peoplesphere.be\/fr\/#website"},"datePublished":"2024-12-05T02:25:23+00:00","dateModified":"2024-12-05T02:25:23+00:00","breadcrumb":{"@id":"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/#breadcrumb"},"inLanguage":"fr-FR","potentialAction":[{"@type":"ReadAction","target":["https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/"]}]},{"@type":"BreadcrumbList","@id":"https:\/\/peoplesphere.be\/fr\/editorial-bye-bye-cher-patron-ou-les-limites-dun-leadership-fort\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Accueil","item":"https:\/\/peoplesphere.be\/fr\/"},{"@type":"ListItem","position":2,"name":"\u00c9ditorial \u2013 Bye bye, cher patron\u2026 ou les limites d\u2019un leadership fort."}]},{"@type":"WebSite","@id":"https:\/\/peoplesphere.be\/fr\/#website","url":"https:\/\/peoplesphere.be\/fr\/","name":"Peoplesphere","description":"The People Managers Magazine","publisher":{"@id":"https:\/\/peoplesphere.be\/fr\/#organization"},"potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/peoplesphere.be\/fr\/?s={search_term_string}"},"query-input":"required name=search_term_string"}],"inLanguage":"fr-FR"},{"@type":"Organization","@id":"https:\/\/peoplesphere.be\/fr\/#organization","name":"Peoplesphere Company srl","url":"https:\/\/peoplesphere.be\/fr\/","logo":{"@type":"ImageObject","inLanguage":"fr-FR","@id":"https:\/\/peoplesphere.be\/fr\/#\/schema\/logo\/image\/","url":"https:\/\/peoplesphere.be\/fr\/wp-content\/uploads\/2023\/07\/peoplesphere-lgo-new-generik.jpg","contentUrl":"https:\/\/peoplesphere.be\/fr\/wp-content\/uploads\/2023\/07\/peoplesphere-lgo-new-generik.jpg","width":1031,"height":1479,"caption":"Peoplesphere Company srl"},"image":{"@id":"https:\/\/peoplesphere.be\/fr\/#\/schema\/logo\/image\/"},"sameAs":["https:\/\/www.facebook.com\/peoplesphere","https:\/\/twitter.com\/PeoplesphereMag","https:\/\/www.linkedin.com\/company\/7587361?trk","http:\/\/youtube.com\/peoplesphere"]},{"@type":"Person","@id":"https:\/\/peoplesphere.be\/fr\/#\/schema\/person\/7976225ff17988604334abb7b3536a7e","name":"Jean-Paul Erhard","image":{"@type":"ImageObject","inLanguage":"fr-FR","@id":"https:\/\/peoplesphere.be\/fr\/#\/schema\/person\/image\/","url":"https:\/\/secure.gravatar.com\/avatar\/f941e681460179738071629a51574930?s=96&d=mm&r=g","contentUrl":"https:\/\/secure.gravatar.com\/avatar\/f941e681460179738071629a51574930?s=96&d=mm&r=g","caption":"Jean-Paul Erhard"},"url":"https:\/\/peoplesphere.be\/fr\/author\/jpe\/"}]}},"_links":{"self":[{"href":"https:\/\/peoplesphere.be\/fr\/wp-json\/wp\/v2\/posts\/17092"}],"collection":[{"href":"https:\/\/peoplesphere.be\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/peoplesphere.be\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/peoplesphere.be\/fr\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/peoplesphere.be\/fr\/wp-json\/wp\/v2\/comments?post=17092"}],"version-history":[{"count":1,"href":"https:\/\/peoplesphere.be\/fr\/wp-json\/wp\/v2\/posts\/17092\/revisions"}],"predecessor-version":[{"id":17094,"href":"https:\/\/peoplesphere.be\/fr\/wp-json\/wp\/v2\/posts\/17092\/revisions\/17094"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/peoplesphere.be\/fr\/wp-json\/wp\/v2\/media\/17093"}],"wp:attachment":[{"href":"https:\/\/peoplesphere.be\/fr\/wp-json\/wp\/v2\/media?parent=17092"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/peoplesphere.be\/fr\/wp-json\/wp\/v2\/categories?post=17092"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/peoplesphere.be\/fr\/wp-json\/wp\/v2\/tags?post=17092"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}