{"id":17342,"date":"2025-02-05T22:21:26","date_gmt":"2025-02-05T20:21:26","guid":{"rendered":"https:\/\/peoplesphere.be\/fr\/?p=17342"},"modified":"2025-02-05T22:21:26","modified_gmt":"2025-02-05T20:21:26","slug":"editorial-un-leadership-a-lecoute-cest-bien-mais-ce-nest-pas-suffisant","status":"publish","type":"post","link":"https:\/\/peoplesphere.be\/fr\/editorial-un-leadership-a-lecoute-cest-bien-mais-ce-nest-pas-suffisant\/","title":{"rendered":"\u00c9ditorial – Un leadership \u00e0 l\u2019\u00e9coute, c\u2019est bien mais ce n\u2019est pas suffisant\u2026"},"content":{"rendered":"

\u00ab\u00a0Quelles sont les qualit\u00e9s qui vous permettent d\u2019ambitionner une fonction de leadership?\u00a0\u00bb <\/em>Lors d\u2019un entretien de recrutement, rares sont les candidats qui tombent encore dans le pi\u00e8ge et vous r\u00e9pondent que le monde entier leur reconna\u00eet un formidable charisme, ou vous expliquent comment ils investissent naturellement ce r\u00f4le naturel de f\u00e9d\u00e9rateur lorsqu\u2019ils sont dans un groupe\u2026
\nAujourd\u2019hui, lorsque vous demandez ce qu\u2019il faut pour devenir un bon leader, c\u2019est la capacit\u00e9 d\u2019\u00e9coute qui revient syst\u00e9matiquement au tout premier rang dans la bouche des candidats managers. C’est tout \u00e0 fait dans l\u2019air du temps. C\u2019est bien. Mais ce n\u2019est pas assez!<\/p>\n

L\u2019\u00e9ventail des qualit\u00e9s requises pour devenir un leader est quasi infini. Il y a les attentes paradoxales \u00e0 g\u00e9rer bien s\u00fbr, ce qui n\u00e9cessite une agilit\u00e9 mentale r\u00e9elle. Il y a aussi une posture d\u2019\u00e9veil permanent afin de capter les signaux transmis par nos \u00e9quipes. Il y a surtout la capacit\u00e9 \u00e0 d\u00e9cider quels sont les chantiers que nous allons ouvrir ici et maintenant\u2026 et l\u2019\u00e9coute bien s\u00fbr, qui figure tout en haut de la liste. Encore faut-il que cela serve vraiment \u00e0 quelque chose au final.<\/p>\n

\u00c9couter et agir. Sinon, \u00e0 quoi bon ?<\/em><\/strong><\/h3>\n

Pour un collaborateur, pouvoir b\u00e9n\u00e9ficier d\u2019une oreille attentive, c\u2019est toujours sympa. \u00c7a permet de ventiler les frustrations ou, mieux encore, de partager des signaux clairs quant \u00e0 ses attentes et ses ambitions. Mais cela reste une maigre satisfaction au bout du compte si cela ne va pas plus loin.<\/p>\n

Le \u2018deal relationnel\u2019 doit \u00eatre super clair : chaque manager a int\u00e9r\u00eat \u00e0 rappeler aux membres de son \u00e9quipe que tout ce qui sera dit sera \u2018exploit\u00e9\u2019 au bon sens du terme. Il n\u2019y a pas lieu d\u2019entretenir une culture de la \u2018confidence\u2019 (et encore moins celle des petits secrets) dans nos organisations.
\nLe contenu des \u00e9changes qui interviennent entre un travailleur et son responsable doit \u00eatre utilis\u00e9 pour que chacun puisse avancer, id\u00e9alement ensemble et parfois s\u00e9par\u00e9ment.<\/p>\n

Les capacit\u00e9s d\u2019\u00e9coute ne servent \u00e0 rien si elles ne sont pas soutenues par une grande compr\u00e9hension des enjeux personnels et collectifs, assortie d\u2019une aptitude \u00e0 les traduire en actions concr\u00e8tes.. Appelons cela de l\u2019intelligence sociale si vous voulez bien. Une comp\u00e9tence absolument n\u00e9cessaire car il suffit d\u2019une erreur dans le d\u00e9codage de l\u2019info et bardaf, c\u2019est l\u2019embard\u00e9e.<\/p>\n

Un r\u00f4le p\u00e9dagogique \u00e0 remplir m\u00eame s\u2019il n\u2019est pas toujours bien accept\u00e9<\/em><\/strong><\/h3>\n

Poussons encore un peu plus loin le curseur de nos ambitions en mati\u00e8re de leadership. Nous avons aussi un d\u00e9fi majeur \u00e0 relever en mati\u00e8re de post-formation, une phase importante pour tous les travailleurs qui sont encore \u2018jeunes\u2019 sur le march\u00e9 du travail mais pas seulement.
\nLes chatons qui sortent de l\u2019enseignement, et parfois m\u00eame des personnes qui ont d\u00e9j\u00e0 eu leur(s) premi\u00e8re(s) exp\u00e9rience(s) professionnelle(s) ne sont pas pr\u00eats \u00e0 relever les supr\u00eames d\u00e9fis que nous allons leur proposer. Parce que c\u2019est forc\u00e9ment particulier chez nous (alors qu\u2019en fait, pas vraiment !)<\/p>\n

Ce r\u00f4le de p\u00e9dagogue n\u2019est pas forc\u00e9ment bien accueilli parce qu\u2019il y a l\u2019orgueil bien s\u00fbr mais la m\u00e9fiance surtout. Les travailleurs revendiquent \u00e0 juste titre une libert\u00e9 de penser intangible. C\u2019est soci\u00e9tal. Et lorsque leur management offre une cl\u00e9 de lecture du monde qui nous entoure, n\u00e9cessaire pour comprendre ce que l\u2019on fait ensemble, il y a une crainte de manipulation psychologique, d\u2019endoctrinement, d\u2019emprise\u2026 Comment trouver l\u2019\u00e9quilibre donc entre la p\u00e9dagogie et l\u2019ind\u00e9pendance d\u2019esprit de chacun.e? Cela passe par le dialogue et par l\u2019octroi de temps de digestion des points de vue \u00e9chang\u00e9s. Se parler, et s\u2019entendre, encore et encore\u2026<\/p>\n

Et il reste tellement \u00e0 faire pour celles et ceux qui ne parlent pas\u2026<\/em><\/strong><\/h3>\n

Encore une autre raison, b\u00eate et m\u00e9chante, pour laquelle l\u2019\u00e9coute ne suffit pas? Nos organisations comptent en leur sein bon nombre de collaborateurs qui ne parlent tout simplement pas! Devons-nous alors nous contenter du silence ? Et vivre au gr\u00e9 des hypoth\u00e8ses et intuitions qui nous traversent Bien s\u00fbr que non. Il faut aller les chercher, en prenant l\u2019initiative de la conversation. Un effort indispensable. Car le meilleur moyen de comprendre ce qui n\u2019est pas dit, consiste \u00e0 poser des questions et \u00e0 demander \u00e0 ceux qui nous entourent ce qui les animent, les tourmentent, les immobilisent ou les stimulent\u2026<\/p>\n

Attention, terrain min\u00e9 dans certains cas ! Il s\u2019agit en effet d\u2019aller d\u00e9tecter des \u2018probl\u00e8mes\u2019 qui pourraient aussi bien rester enfouis dans les sombres pens\u00e9es de nos coll\u00e8gues. Quelle est donc la meilleure option? Vivre dans l\u2019ignorance et l\u2019apparente tranquillit\u00e9 ou faire \u00e9merger les pr\u00e9occupations de celles et ceux qui travaillent avec nous ? Nous avons le choix\u2026<\/p>\n

L\u2019exercice du leadership et plus g\u00e9n\u00e9ralement de quelque fonction manag\u00e9riale passe par la pratique intensive de la communication. Phase 1 : s\u2019arr\u00eater et tendre l\u2019oreille. L\u2019\u00e9coute est une condition n\u00e9cessaire pour \u00eatre reconnu et accept\u00e9 en tant que leader aujourd\u2019hui. Une condition n\u00e9cessaire, mais non suffisante.<\/p>\n

Sans p\u00e9dagogie ni garantie quant \u00e0 notre capacit\u00e9 \u00e0 agir et impacter concr\u00e8tement le futur de nos interlocuteurs, le temps que nous consacrons \u00e0 l\u2019\u00e9coute est \u00e0 consid\u00e9rer comme un investissement perdu. Est-ce encore envisageable en ces temps marqu\u00e9s par la raret\u00e9 de nos ressources? Poser la question, c\u2019est y r\u00e9pondre, n\u2019est-ce pas ?<\/p>\n

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

\u00ab\u00a0Quelles sont les qualit\u00e9s qui vous permettent d\u2019ambitionner une fonction de leadership?\u00a0\u00bb Lors d\u2019un entretien de recrutement, rares sont les candidats qui tombent encore dans le pi\u00e8ge et vous r\u00e9pondent que le monde entier leur reconna\u00eet un formidable charisme, ou […]<\/p>\n","protected":false},"author":2,"featured_media":17343,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[65,62,10,2],"tags":[389,4099,189],"yoast_head":"\n\u00c9ditorial - Un leadership \u00e0 l\u2019\u00e9coute, c\u2019est bien mais ce n\u2019est pas suffisant\u2026 - 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-un-leadership-a-lecoute-cest-bien-mais-ce-nest-pas-suffisant\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"\u00c9ditorial - 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