{"id":4162,"date":"2024-07-31T10:59:46","date_gmt":"2024-07-31T14:59:46","guid":{"rendered":"https:\/\/balmert.com\/?p=4162"},"modified":"2024-08-05T11:01:31","modified_gmt":"2024-08-05T15:01:31","slug":"shooting-straight","status":"publish","type":"post","link":"https:\/\/balmert.com\/fr\/2024\/07\/31\/shooting-straight\/","title":{"rendered":"Tir droit"},"content":{"rendered":"
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\u00ab Est-ce que tout le monde est content ?<\/em>\u00a0<\/div>
\u00a0<\/div>
\u00a0 \u00a0 \u00a0~Guy Lombardo<\/div>
\u00a0<\/div>\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
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L'action a plus de poids que les mots. Tous les adeptes de la plan\u00e8te le comprennent parfaitement. De temps en temps, il faut rappeler aux dirigeants cette simple v\u00e9rit\u00e9. Consid\u00e9rez ceci comme le v\u00f4tre. <\/p>\n

Cela ne veut pas dire que les mots n\u2019ont pas d\u2019importance. Ils n\u2019ont tout simplement pas autant d\u2019importance que les dirigeants le souhaiteraient. S\u2019il en \u00e9tait autrement, un bon discours ou une lettre parfaite \u00e0 tous les employ\u00e9s garantiraient que tout le monde rentre chez lui sain et sauf \u00e0 la fin de chaque journ\u00e9e. Ne serait-ce pas sympa. Et facile.<\/p>\n

\u00c0 mesure que l\u2019on gravit les \u00e9chelons de la cha\u00eene de commandement, les dirigeants s\u2019appuient de plus en plus sur leurs paroles. Leurs circonstances ne leur laissent gu\u00e8re d\u2019autre choix que de le faire. Cela r\u00e9v\u00e8le l\u2019un des nombreux avantages dont disposent les dirigeants de premi\u00e8re ligne par rapport \u00e0 leurs homologues du monde des affaires.<\/p>\n

La racine de cette situation est simple : la s\u00e9paration entre les dirigeants et leurs partisans n\u2019a jamais \u00e9t\u00e9 aussi grande. Les forces et facteurs li\u00e9s \u00e0 la taille de l\u2019organisation, \u00e0 l\u2019\u00e9tendue du contr\u00f4le, aux fuseaux horaires, \u00e0 l\u2019emplacement des bureaux et des op\u00e9rations, aux langues et \u00e0 la distance sociale conspirent pour cr\u00e9er un degr\u00e9 de difficult\u00e9 in\u00e9gal\u00e9 depuis l\u2019apog\u00e9e de l\u2019Empire britannique.<\/p>\n

Ce r\u00e9gime ne s\u2019est pas bien termin\u00e9. <\/p>\n

Pour \u00e9viter un sort similaire, les organisations ont besoin de solutions qui cr\u00e9ent r\u00e9ellement des abonn\u00e9s motiv\u00e9s. Je vous laisse \u00e9valuer l'efficacit\u00e9 du courrier \u00e9lectronique, des \u00e9quipes, de la messagerie texte, de la vid\u00e9o, de la messagerie vocale et de Zoom. Si vous comprenez vraiment le processus de communication \u2013 ce qui, \u00e0 mon avis, serait inhabituel \u2013 l\u2019\u00e9valuation ne vous appartient pas. La sage approche serait de demander \u00e0 vos abonn\u00e9s ce qu\u2019ils en pensent. Pr\u00e9parez-vous \u00e0 des r\u00e9ponses qui pourraient ne pas vous plaire.<\/p>\n

D\u2019o\u00f9 le deuxi\u00e8me point de cette \u00e9dition du News : lorsqu\u2019il s\u2019agit de communiquer, seuls ceux qui re\u00e7oivent les voix comptent. <\/p>\n

Bla, bla, bla<\/strong><\/p>\n

La r\u00e9alit\u00e9 d'aujourd'hui est que les partisans sont inond\u00e9s de communications de leurs dirigeants, sous toutes les formes qu'elles prennent. Avec autant de mots qui circulent sur le lieu de travail, on pourrait penser que les abonn\u00e9s n'y pr\u00eateraient que peu ou pas d'attention. Autrefois, cela s\u2019appelait \u00ab se d\u00e9connecter \u00bb.<\/p>\n

Il y a une part de v\u00e9rit\u00e9 l\u00e0-dedans. Ensuite, quelque chose apparemment sans importance est dit ou \u00e9crit qui est un peu hors de propos, et tout se d\u00e9cha\u00eene. Qu'est-ce qui vient de se passer?<\/p>\n

Je le vois tout le temps dans l\u2019actualit\u00e9 \u00e9conomique et dans la presse financi\u00e8re : une excuse boiteuse pour justifier de mauvaises performances ou des commentaires politiques fait tourner les analystes financiers comme des requins dans l\u2019eau. La direction passe son temps \u00e0 essayer de sortir du trou qu\u2019elle a cr\u00e9\u00e9. <\/p>\n

Un g\u00e9nie l\u2019a marqu\u00e9, \u00ab revenant sur la d\u00e9claration \u00bb. Comme s'ils pouvaient rembobiner la vid\u00e9o, effacer leurs mots mal prononc\u00e9s, et cela ne s'est jamais produit. Qui se moque de qui ? Le public n\u2019est pas dupe.<\/p>\n

Vous avez probablement constat\u00e9 cela dans votre pratique du leadership. Vous vous grattez la t\u00eate, essayant de comprendre pourquoi tout le monde \u00e9tait si \u00e9nerv\u00e9 \u00e0 propos d'une remarque que vous avez faite lors de la r\u00e9union de s\u00e9curit\u00e9 du matin. Pourquoi \u00e9tait-ce si important ? <\/em><\/p>\n

Se faire br\u00fbler une ou deux fois \u2013 semble-t-il, c\u2019est le cas de tous \u2013 et la strat\u00e9gie intelligente serait de simplement faire profil bas. Ne donnez \u00e0 personne quelque chose avec lequel vous pourriez \u00eatre en d\u00e9saccord. Tenez-vous-en \u00e0 des mots s\u00fbrs, non controvers\u00e9s et indiscutables. Soulignez tous les points de vue et ne prenez pas parti. Une critique \u00e9dulcor\u00e9e avec beaucoup de points positifs.<\/p>\n

Bla, bla, bla. <\/p>\n

C'est une strat\u00e9gie populaire : je l'entends et je la vois tout le temps. Mais est-ce une sage d\u00e9cision ?<\/p>\n

Science du management<\/strong><\/p>\n

Aussi importante que soit cette question pour un leadership efficace, la plupart des dirigeants sont tout simplement trop occup\u00e9s \u00e0 diriger et \u00e0 g\u00e9rer pour investir leur temps pr\u00e9cieux \u00e0 trouver la r\u00e9ponse. Beaucoup sont s\u00fbrs de conna\u00eetre d\u00e9j\u00e0 la bonne r\u00e9ponse ; d\u2019autres r\u00e9pondent par r\u00e9flexe \u00e0 la question au moment de v\u00e9rit\u00e9 lorsqu\u2019ils communiquent, en agissant sur ce qui revient \u00e0 leur intuition.<\/p>\n

D\u2019ailleurs, n\u2019est-ce pas juste une question d\u2019opinion ? <\/p>\n

Pas si vous estimez que les processus par lesquels diriger une entreprise constituent une science : la science de la gestion. Ce qui s\u00e9pare l\u2019art de la science, ce sont des principes objectifs et quantifiables : la science est observable, mesurable et syst\u00e9matique. <\/p>\n

Cela \u00e9tant, en cas de doute, il existe deux endroits assez \u00e9vidents o\u00f9 chercher de bonnes r\u00e9ponses. La premi\u00e8re consiste \u00e0 observer les pratiques suivies par ceux qui sont les meilleurs dans ce qu'ils font : c'est ce qu'on appelle le mod\u00e8le. L\u2019autre consiste \u00e0 rechercher des recherches approfondies sur la question. Il existe de nombreux universitaires qui construisent des exp\u00e9riences con\u00e7ues pour d\u00e9terminer objectivement la v\u00e9rit\u00e9 sur un sujet ou une question donn\u00e9e. <\/p>\n

Il s\u2019av\u00e8re que deux professeurs d\u2019\u00e9coles de commerce ont men\u00e9 une recherche sur la question m\u00eame que nous posons : sur des sujets sensibles et controvers\u00e9s en affaires, est-il pr\u00e9f\u00e9rable d\u2019essayer de plaire aux deux parties ? En posant la question de cette mani\u00e8re simple, je suppose que vous avez compris ce qu'ils ont appris.<\/span>
<\/p>\n

Les deux hommes, Aviva Phillip-Muller et Joseph Siev, ont rapport\u00e9 leurs d\u00e9couvertes dans le journal du 23 juillet.rd<\/sup> \u00e9dition du Wall Street Journal. Vous feriez bien de lire l\u2019article et de comprendre par vous-m\u00eame comment ils ont mis en place une exp\u00e9rience pour mesurer l\u2019impact relatif de \u00ab dire des choses gentilles sur les deux c\u00f4t\u00e9s \u00bb par opposition \u00e0 ce qui pourrait \u00eatre mieux d\u00e9crit comme \u00ab tirer droit \u00bb. Ce dernier \u00e9tant un terme artistique qui existe depuis aussi longtemps que moi.<\/p>\n

Longue histoire courte: <\/p>\n

Prenant les deux c\u00f4t\u00e9s d\u2019un controvers\u00e9 \u2013 \u00ab\u2026 l\u2019ambivalence r\u00e9duit le respect de ceux qui \u00e9taient d\u2019accord avec eux tout en n\u2019apportant aucun avantage \u00e0 ceux qui n\u2019\u00e9taient pas d\u2019accord. Ainsi, m\u00eame si les gens s\u2019attendaient \u00e0 ce qu\u2019exprimer leur ambivalence les aide \u00e0 \u00eatre plus appr\u00e9ci\u00e9s et respect\u00e9s, cela n\u2019a eu aucun avantage, seulement des inconv\u00e9nients.<\/p>\n

Ce n\u2019est pas une \u00e9volution choquante, n\u2019est-ce pas ? Si vous \u00eates comme moi, en r\u00e9fl\u00e9chissant \u00e0 la question, vous avez pens\u00e9 aux dirigeants que vous respectiez et admiriez le plus : qu'ont-ils fait ? <\/p>\n

Cela semble \u00e9vident. C'est pour moi. Un autre cas o\u00f9 la recherche confirme la meilleure pratique. Ou bien, les meilleures pratiques correspondent \u00e0 la recherche.<\/p>\n

Mais alors, nous pensons comme des adeptes, n\u2019est-ce pas ?<\/p>\n

En pratique<\/strong><\/p>\n

Comme vous le savez, notre principal int\u00e9r\u00eat et notre objectif ici dans The NEWS sont la gestion des performances en mati\u00e8re de s\u00e9curit\u00e9. La gestion de la s\u00e9curit\u00e9 est diff\u00e9rente de toutes les autres t\u00e2ches et responsabilit\u00e9s : le co\u00fbt d\u2019un \u00e9chec se mesure en sang et en tr\u00e9sors humains, avec des dommages collat\u00e9raux sur tout ce qui est important pour chacun. Le succ\u00e8s se mesure par l\u2019absence d\u2019\u00e9chec \u2013 en un mot, z\u00e9ro \u2013 ce qui rend le processus de mesure incroyablement simple. <\/p>\n

Mais il est en m\u00eame temps difficile de d\u00e9terminer \u00e0 court terme si la cause du z\u00e9ro dommage est un leadership brillant ou une simple chance. \u00c0 long terme, c'est toujours \u00e9vident : \u00ab Vous \u00eates celui que votre dossier indique que vous \u00eates. \u00bb<\/p>\n

Les principes d'une communication de gestion efficace \u2013 utilisant des mots \u2013 s'appliquent \u00e0 toutes les fa\u00e7ons dont les dirigeants s'adressent \u00e0 leurs subordonn\u00e9s : des assembl\u00e9es publiques aux r\u00e9unions de s\u00e9curit\u00e9 sur la bo\u00eete \u00e0 outils ; des r\u00e9unions du personnel de direction au si\u00e8ge mondial \u00e0 la correction des comportements dans les ateliers. Les mots \u2013 parl\u00e9s et \u00e9crits \u2013 remplissent des fonctions de gestion essentielles telles que expliquer \u2013 ce que nous faisons en ce moment m\u00eame pendant que vous lisez ces mots \u2013 \u00e0 exciter \u2013 c'est-\u00e0-dire \u00e0 motiver.<\/p>\n

Dans la mesure o\u00f9 vous pourriez r\u00e9ellement \u00eatre motiv\u00e9 par la lecture de ces mots, la question devient d\u00e9sormais : \u00ab Comment puis-je mettre cette compr\u00e9hension en pratique ? <\/p>\n

Ce serait ce que nous aimons appeler une sacr\u00e9e bonne question. Penser simplement \u00e0 votre communication en tant que leader aupr\u00e8s de vos abonn\u00e9s de leur point de vue plut\u00f4t que du v\u00f4tre serait un grand pas en avant. Cela changera votre approche pour le mieux.<\/p>\n

Une deuxi\u00e8me \u00e9tape consisterait \u00e0 \u00e9couter tr\u00e8s attentivement vos propos tels qu'ils sont entendus par vos abonn\u00e9s lorsqu'il s'agit soit de f\u00e9liciter un bon comportement en mati\u00e8re de s\u00e9curit\u00e9, soit de corriger leur comportement lorsqu'il est dangereux. Vos compliments refl\u00e8tent-ils principalement la s\u00e9curit\u00e9\u00a0? Vos propos lorsque vous corrigez un comportement se concentrent-ils sp\u00e9cifiquement sur la s\u00e9curit\u00e9\u00a0: le comportement dangereux et les cons\u00e9quences potentielles de ce comportement\u00a0? Pas d\u2019ambivalence : la s\u00e9curit\u00e9 doit primer. P\u00e9riode.<\/p>\n

Autrement dit, je tire droit.<\/p>\n

Si ces suggestions ne vous semblent rien de nouveau ou de bon sens, je ne serais pas en d\u00e9saccord. Je tiens \u00e0 souligner qu\u2019aucun d\u2019eux n\u2019est, d\u2019apr\u00e8s mes ann\u00e9es d\u2019observation directe, une pratique courante. <\/p>\n

Mais ce sont les meilleures pratiques.<\/p>\n

Paul Balmert
juillet 2024<\/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":"

Ce mois-ci, Paul aborde le sujet d'une communication de gestion efficace et l'importance de \u00ab tirer droit \u00bb lorsqu'il s'agit de g\u00e9rer la s\u00e9curit\u00e9. 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