{"id":1396,"date":"2005-01-13T15:25:42","date_gmt":"2005-01-13T20:25:42","guid":{"rendered":"https:\/\/balmert.com\/?p=1396"},"modified":"2019-02-14T15:33:42","modified_gmt":"2019-02-14T20:33:42","slug":"biggest-mistake-number-2","status":"publish","type":"post","link":"https:\/\/balmert.com\/fr\/2005\/01\/13\/biggest-mistake-number-2\/","title":{"rendered":"La plus grosse erreur num\u00e9ro 2"},"content":{"rendered":"
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La plus grande erreur num\u00e9ro 2: penser que les performances en mati\u00e8re de s\u00e9curit\u00e9 sont comme tous les autres objectifs commerciaux<\/h1>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\u00abCe sont des affaires - pas personnelles.\u00bb<\/em><\/p>

~ Joe Fox<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Lisez la mission, la vision et les valeurs de presque toutes les entreprises industrielles ces jours-ci, et vous trouverez forc\u00e9ment la s\u00e9curit\u00e9 en bonne place. Des mots indiquant que \u00abla s\u00e9curit\u00e9 de nos parties prenantes est d'une importance cruciale pour le succ\u00e8s de notre entreprise\u00bb peuvent \u00eatre trouv\u00e9s juste \u00e0 c\u00f4t\u00e9 des autres objectifs et valeurs si importants dans toute entreprise industrielle: \u00eatre productif, conscient des co\u00fbts, client- concentr\u00e9 et hautement \u00e9thique.<\/p>

Ayant d\u00e9j\u00e0 r\u00e9dig\u00e9 une \u00abphilosophie de la s\u00e9curit\u00e9 des installations\u00bb il y a une vingtaine d'ann\u00e9es, nous sommes les premiers \u00e0 dire qu'il n'y a rien de fondamentalement mauvais dans cette approche. Apr\u00e8s tout, le r\u00f4le de la haute direction est de d\u00e9finir la politique - d'\u00e9tablir une direction \u00e0 long terme - de mettre en place les processus et la culture n\u00e9cessaires pour r\u00e9aliser la mission.<\/p>

De plus, en tant que cadres interm\u00e9diaires, nous avons pass\u00e9 beaucoup de temps \u00e0 vivre du c\u00f4t\u00e9 r\u00e9cepteur de ces directives politiques. Dans chaque organisation, il incombe aux cadres interm\u00e9diaires de traduire la direction du haut en action et en r\u00e9sultats. Aujourd'hui, on l'appelle \u00abalignement\u00bb.<\/p>

\u00c0 notre \u00e9poque en tant que gestionnaires, \u00aben cascade\u00bb \u00e9tait le terme populaire utilis\u00e9 pour d\u00e9crire le processus de transmission du message par le haut. Les cascades \u00e9taient si courantes que la plupart d'entre nous, au milieu, avaient l'impression que nos bureaux \u00e9taient situ\u00e9s au pied d'une cascade.<\/p>

\u00c9tablir nos priorit\u00e9s<\/strong>

<\/h4>

Le temps est toujours l'atout le plus pr\u00e9cieux de tout gestionnaire. Chaque jour, chaque manager doit d\u00e9cider comment r\u00e9partir cet actif parmi toutes les activit\u00e9s qui demandent notre attention. En th\u00e9orie, l'\u00e9nonc\u00e9 de mission a \u00e9t\u00e9 con\u00e7u pour simplifier ce processus, en raccourcissant l'\u00e9ventail des choix. La plupart du temps, la d\u00e9claration renfor\u00e7ait simplement ce que nous savions d\u00e9j\u00e0: tout \u00e9tait important. Faites tout cela.<\/p>

La gestion des performances de s\u00e9curit\u00e9 correspond \u00e0 tout ce qui est important que nous savions devoir \u00eatre fait: fabriquer le produit, r\u00e9duire les co\u00fbts; satisfaire le client et garder les gens qui travaillent pour nous raisonnablement heureux; tout cela fait partie de la bonne gestion de l'entreprise.<\/p>

Nous n'avons rien os\u00e9 laisser tomber. Sauf que nous avons vraiment laiss\u00e9 tomber certaines choses tout le temps. Contraints de fixer des priorit\u00e9s, la roue qui grince a toujours retenu notre attention: le probl\u00e8me du jour, ou la saveur du mois - ce \u00e0 quoi notre direction accordait la plus grande attention - cette fois. Dans le cas de la gestion des performances de s\u00e9curit\u00e9, la pression exerc\u00e9e par le haut \u00e9tait normalement fonction de la performance. Lorsque les performances \u00e9taient vraiment bonnes, nous pouvions nous attendre \u00e0 \u00eatre laiss\u00e9s seuls. Lorsque les choses ont chang\u00e9 pour le pire, nous pourrions nous attendre \u00e0 un blitz complet.<\/p>

C'est la pression du haut. Mais chaque manager joue \u00e0 deux publics: au-dessus et au-dessous.<\/p>

De la part de ceux que nous avons g\u00e9r\u00e9s, nous savions qu'il fallait s'attendre \u00e0 l'inverse: que les performances soient bonnes ou mauvaises, personne ne demandait rarement plus et une meilleure s\u00e9curit\u00e9. Il \u00e9tait assez courant de trouver notre derni\u00e8re \u00abinitiative d'am\u00e9lioration de la s\u00e9curit\u00e9\u00bb accueillie avec scepticisme - ou carr\u00e9ment de la r\u00e9sistance. \u00abLaissez-moi tranquille et laissez-moi faire mon travail\u00bb r\u00e9sumait le sentiment de beaucoup.<\/p>

Pour ceux qui vivent au milieu, c'\u00e9tait une r\u00e9alit\u00e9 tr\u00e8s \u00e9trange et d\u00e9routante: la haute direction nous faisait pression pour am\u00e9liorer la s\u00e9curit\u00e9 dans le cadre de la gestion de l'entreprise; les gens que nous g\u00e9rons nous disent \u00e0 quel point ils travaillent en toute s\u00e9curit\u00e9 ne sont pas nos affaires.<\/p>

Cela a soulev\u00e9 une question que tr\u00e8s peu d'entre nous ont jamais pos\u00e9e: \u00abLes objectifs de s\u00e9curit\u00e9 sont-ils comme tous nos autres objectifs commerciaux?\u00bb Mais, la plupart d'entre nous \u00e9taient trop occup\u00e9s pour prendre le temps de r\u00e9fl\u00e9chir \u00e0 la question, sans parler de la r\u00e9ponse.<\/p>

Nous avons g\u00e9r\u00e9 les performances de s\u00e9curit\u00e9 comme si elles n'\u00e9taient pas diff\u00e9rentes. Comme Joe Fox l'explique \u00e0 son concurrent dans You've Got Mail, quand il la dirige \u00e0 la faillite: \u00abCe sont des affaires - pas personnelles.\u00bb<\/p>

Le moment de v\u00e9rit\u00e9<\/strong><\/h4>
\u00a0<\/div>

De temps en temps, les malheureux parmi nous sont confront\u00e9s \u00e0 une chose \u00e0 laquelle personne ne se pr\u00e9pare en tant que manager: rencontrer la famille d'un employ\u00e9 gravement bless\u00e9 \u00e0 l'urgence de l'h\u00f4pital.<\/p>

Par exp\u00e9rience personnelle, nous pouvons vous dire \u00e0 quel point c'est un moment qui donne \u00e0 r\u00e9fl\u00e9chir. Nous avons pu \u00eatre t\u00e9moins, en couleurs vivantes, de toutes les choses vraiment importantes dans la vie de quelqu'un d'autre: sa famille et ses amis; leurs valeurs; leurs int\u00e9r\u00eats et passion dans la vie.<\/p>

Devinez quoi: pour eux, ce qui compte, ce n'est jamais leur travail.<\/p>

On nous a souvent pos\u00e9 des questions troublantes: \u00abComment est-ce arriv\u00e9?\u00bb ou, pire, "Comment avez-vous pu laisser cela se produire?"<\/p>

(Nous soup\u00e7onnons que ce genre de questions a amen\u00e9 de nombreuses tenues \u00e0 affirmer que rencontrer les membres de la famille des employ\u00e9s \u00e9tait le devoir du personnel des ressources humaines. Dans notre \u00e9quipe, nous avons toujours adopt\u00e9 la position que nous serions l\u00e0 pour faire face \u00e0 la famille.)<\/p>

En rentrant de l'h\u00f4pital en voiture, nous pensions \u00e0 ce qu'une blessure grave nous causerait \u00e0 toutes les choses les plus importantes de notre vie. M\u00eame si vous \u00eates le gestionnaire le plus orient\u00e9 vers le haut au monde, avec des vues sur la suite d'entreprise, vous r\u00e9alisez que votre travail n'est pas l'\u00e9l\u00e9ment d\u00e9terminant de votre vie. Il y a eu plus que quelques-uns d'entre nous dont la vie professionnelle n'a jamais \u00e9t\u00e9 tout \u00e0 fait la m\u00eame apr\u00e8s cette exp\u00e9rience.<\/p>

Professionnel ou personnel?<\/strong>

<\/h4>

Est-ce que l'objectif de renvoyer les gens \u00e0 la maison en toute s\u00e9curit\u00e9 \u00e0 la fin de la journ\u00e9e est-il comme tout autre objectif important de l'entreprise? La s\u00e9curit\u00e9 est-elle \u00abprofessionnelle ou personnelle\u00bb?<\/p>

En tant qu'individus, nous savons que c'est personnel pour nous.<\/p>

Vous pouvez parier que c'est tout aussi personnel pour quiconque travaille pour nous. Perdez un client, fermez une entreprise, perdez votre emploi, la vie continue. (Nous pouvons en t\u00e9moigner personnellement.) Souffrez d'une blessure qui change la vie, et la vie ne continue pas - du moins pas de la fa\u00e7on dont tout le monde est habitu\u00e9 \u00e0 la vivre.<\/p>

Heureusement, la plupart des gestionnaires traversent leur mandat sans avoir \u00e0 endurer cette exp\u00e9rience. C'est l'un des nombreux avantages d'avoir d'excellentes performances de s\u00e9curit\u00e9. Comptez-vous parmi la majorit\u00e9 chanceuse si vous n'avez pas eu cette exp\u00e9rience.<\/p>

Bien s\u00fbr, le danger cach\u00e9 dans de bonnes performances en mati\u00e8re de s\u00e9curit\u00e9 est que cela nous incite \u00e0 abandonner le gaz - afin que nous puissions consacrer notre temps pr\u00e9cieux \u00e0 ces autres objectifs commerciaux qui sont si importants pour l'entreprise.<\/p>

Si vous ne passez que quelques minutes \u00e0 r\u00e9fl\u00e9chir \u00e0 ce qu'une blessure grave peut faire dans la vie des gens - la v\u00f4tre, ceux qui travaillent pour vous et les familles de tout le monde - vous comprendrez que la s\u00e9curit\u00e9 ne ressemble en rien \u00e0 tout autre objectif commercial.<\/p>

Une fois que vous vous en rendez compte, votre approche de la gestion de la s\u00e9curit\u00e9 change pour toujours. Vous n'aurez plus jamais besoin de la direction pour nous dire que la s\u00e9curit\u00e9 est importante pour y parvenir. Vous pouvez g\u00e9rer la r\u00e9sistance \u00e0 vos efforts de gestion des performances de s\u00e9curit\u00e9 qui accompagne naturellement le territoire. Vous appr\u00e9ciez ce qui est vraiment en jeu.<\/p>

Malheureusement, nous sommes trop nombreux \u00e0 prendre la s\u00e9curit\u00e9 au s\u00e9rieux quand<\/u>c'est devenu important pour notre direction car<\/u>c'\u00e9tait important pour notre direction. Nous n'avons pas toujours pouss\u00e9 la s\u00e9curit\u00e9 aussi fort que nous aurions d\u00fb, car g\u00e9rer la r\u00e9sistance \u00e9tait rarement agr\u00e9able.<\/p>

C'\u00e9tait une erreur. L'une des plus grosses erreurs qu'un manager puisse faire.<\/p>

Pire encore, lorsque vous d\u00e9couvrez que vous avez r\u00e9ussi, il est g\u00e9n\u00e9ralement trop tard.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

Lisez la d\u00e9claration de mission, de vision et de valeurs de n'importe quelle entreprise industrielle de nos jours, et vous trouverez forc\u00e9ment la s\u00e9curit\u00e9 bien en vue. Des mots indiquant que \u00abla s\u00e9curit\u00e9 de nos parties prenantes est d'une importance cruciale pour le succ\u00e8s de notre entreprise\u00bb se trouvent juste \u00e0 c\u00f4t\u00e9 des autres objectifs et valeurs si 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