{"id":50800,"date":"2018-01-09T15:00:43","date_gmt":"2018-01-09T20:00:43","guid":{"rendered":"http:\/\/isarta.com\/infos\/?p=50800"},"modified":"2024-06-20T19:42:43","modified_gmt":"2024-06-20T17:42:43","slug":"quatre-resolutions-pour-les-leaders-en-2018","status":"publish","type":"post","link":"https:\/\/isarta.fr\/infos\/quatre-resolutions-pour-les-leaders-en-2018\/","title":{"rendered":"Quatre r\u00e9solutions pour les leaders en 2018"},"content":{"rendered":"<p><span style=\"font-size: 20px; color: #000080;\">Un changement n&rsquo;attend pas l&rsquo;autre au coeur des entreprises qui prennent le virage num\u00e9rique. Caroline M\u00e9nard, pr\u00e9sidente et associ\u00e9e de <a href=\"http:\/\/brioconseils.com\/\" target=\"_blank\" rel=\"noopener\"><span style=\"color: #3366ff;\">Brio Conseils<\/span><\/a> a accept\u00e9 de livrer ses suggestions aux dirigeants. Voici comment ceux-ci pourraient d\u00e9marrer la nouvelle ann\u00e9e du bon pied.<\/span><\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-50948 \" src=\"http:\/\/isarta.com\/infos\/wp-content\/uploads\/2018\/01\/Fotolia_177181706_S.jpg\" alt=\"\" width=\"600\" height=\"400\" srcset=\"https:\/\/isarta.fr\/infos\/wp-content\/uploads\/2018\/01\/Fotolia_177181706_S.jpg 849w, https:\/\/isarta.fr\/infos\/wp-content\/uploads\/2018\/01\/Fotolia_177181706_S-300x200.jpg 300w, https:\/\/isarta.fr\/infos\/wp-content\/uploads\/2018\/01\/Fotolia_177181706_S-768x512.jpg 768w\" sizes=\"auto, (max-width: 709px) 85vw, (max-width: 909px) 67vw, (max-width: 984px) 61vw, (max-width: 1362px) 45vw, 600px\" \/><\/p>\n<p><span style=\"color: #808080;\"><span style=\"font-size: 12px;\">9 janvier 2018<\/span><\/span><\/p>\n<p>Le leader d&rsquo;aujourd&rsquo;hui gagne \u00e0 <strong>\u00e9voluer,<\/strong> \u00e0 l&rsquo;image des mutations qui s&rsquo;op\u00e8rent dans le monde du travail.<\/p>\n<p>Il doit se montrer <strong>\u00abtransformationnel\u00bb<\/strong> pour int\u00e9grer la panoplie d&rsquo;<strong>innovations<\/strong> qui s&rsquo;offre \u00e0 lui:<\/p>\n<ul>\n<li><em>big data;<\/em><\/li>\n<li>num\u00e9risation;<\/li>\n<li>r\u00e9alit\u00e9 augment\u00e9e;<\/li>\n<li>intelligence artificielle;<\/li>\n<li>robotisation;<\/li>\n<li>nouveaux comp\u00e9titeurs;<\/li>\n<li>habitudes des consommateurs en constante \u00e9volution;<\/li>\n<li>raret\u00e9 de talents sans pr\u00e9c\u00e9dent.<\/li>\n<\/ul>\n<p>Toutefois, selon M<sup>me<\/sup>\u00a0M\u00e9nard, il importe \u00e0 la fois d&rsquo;investir dans l&rsquo;<strong>humain.<\/strong> Elle appuie ses propos sur les <strong>tendances<\/strong> observ\u00e9es au quotidien dans son travail.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-50947 \" src=\"http:\/\/isarta.com\/infos\/wp-content\/uploads\/2018\/01\/Caroline_Menard-1.jpg\" alt=\"\" width=\"189\" height=\"196\" srcset=\"https:\/\/isarta.fr\/infos\/wp-content\/uploads\/2018\/01\/Caroline_Menard-1.jpg 2336w, https:\/\/isarta.fr\/infos\/wp-content\/uploads\/2018\/01\/Caroline_Menard-1-289x300.jpg 289w, https:\/\/isarta.fr\/infos\/wp-content\/uploads\/2018\/01\/Caroline_Menard-1-768x797.jpg 768w, https:\/\/isarta.fr\/infos\/wp-content\/uploads\/2018\/01\/Caroline_Menard-1-987x1024.jpg 987w, https:\/\/isarta.fr\/infos\/wp-content\/uploads\/2018\/01\/Caroline_Menard-1-900x934.jpg 900w\" sizes=\"auto, (max-width: 189px) 85vw, 189px\" \/><\/p>\n<p>La femme d&rsquo;affaires cumule en fait plus de 15\u00a0ans d&rsquo;exp\u00e9rience en service-conseil strat\u00e9gique et transformation d&rsquo;entreprise. Elle met ses acquis au service de <strong>Brio Conseils<\/strong> depuis l&rsquo;ann\u00e9e 2016 \u00e0 titre de pr\u00e9sidente et d&rsquo;associ\u00e9e.<\/p>\n<p>Fond\u00e9e en 2005, la soci\u00e9t\u00e9 compte une cinquantaine de conseillers exp\u00e9riment\u00e9s. Ils ont accompagn\u00e9, au total, plus de 250\u00a0organisations \u00e0 travers des<strong> transformations<\/strong> d&rsquo;envergure.<\/p>\n<p>Voici donc, selon l&rsquo;experte en m\u00e9tamorphose professionnelle, les quatre <strong>r\u00e9solutions<\/strong> que chaque leader devrait adopter en\u00a02018.<\/p>\n<h2><span style=\"font-size: 24px; color: #000080;\"><strong>1. Investir dans sa propre personne<\/strong><\/span><\/h2>\n<blockquote>\n<p class=\"p2\"><span style=\"font-size: 16px;\">En 2012, une \u00e9tude<sup>1<\/sup><span class=\"s2\">\u00a0<\/span>men\u00e9e aupr\u00e8s de 96 superviseurs ainsi que leurs \u00e9quipes a d\u00e9termin\u00e9 (et m\u00eame mesur\u00e9!) que la <strong><i>pleine conscience <\/i><\/strong>des superviseurs se refl\u00e8te syst\u00e9matiquement sur leurs employ\u00e9s: baisse de l\u2019\u00e9puisement professionnel, mieux-\u00eatre au travail, hausse de l\u2019engagement, gains de performance, etc. En d\u2019autres termes, l\u2019attitude positive et bienveillante du superviseur est\u2026 contagieuse sur l\u2019\u00e9tat d\u2019esprit des membres de son \u00e9quipe.\u00bb<\/span><\/p>\n<\/blockquote>\n<p class=\"p2\"><span style=\"font-size: 16px;\">Cette pleine conscience s&rsquo;op\u00e9rerait, d&rsquo;apr\u00e8s de nombreuses enqu\u00eates<\/span><sup>2<\/sup><span style=\"font-size: 16px;\">, par le fait de prendre du<strong> recul.<\/strong><\/span><\/p>\n<p>En s&rsquo;offrant du temps pour m\u00e9diter, le dirigeant obtiendrait une <strong>vision claire<\/strong> de sa personne et de l&rsquo;impact qu&rsquo;il a sur les autres.<\/p>\n<p>En usant de pratiques li\u00e9es au<em><strong> mindfulness<\/strong>\u00a0<\/em>(l&rsquo;art de porter attention aux sensations, aux impressions et aux intuitions concernant l&rsquo;entourage), un gestionnaire \u00e9viterait de prendre des d\u00e9cisions de fa\u00e7on automatique. Il briserait en l&rsquo;occurrence ses r\u00e9flexes d&rsquo;entrepreneur dans le but de devenir plus <strong>strat\u00e9gique.<\/strong><\/p>\n<p>Trouver du temps de <strong>r\u00e9flexion<\/strong> en cette \u00e8re o\u00f9 tous sont submerg\u00e9s par les courriels, les informations et les rencontres constitue un v\u00e9ritable d\u00e9fi. Par contre, M<sup>me\u00a0<\/sup>M\u00e9nard insiste sur l&rsquo;importance pour le gestionnaire d&rsquo;am\u00e9nager \u00e9galement des plages horaires afin de prendre part \u00e0 l&rsquo;<strong>action.<\/strong><\/p>\n<p>Ses employ\u00e9s, en qu\u00eate de sens, s&rsquo;attendent \u00e0 ce qu&rsquo;il laisse son<strong> ego<\/strong> de c\u00f4t\u00e9 et se mette au service de son \u00e9quipe. Ils attendent de lui qu&rsquo;il entame d&rsquo;abord sa propre<strong> transformation<\/strong> avant d&rsquo;exiger la leur.<\/p>\n<h2><span style=\"font-size: 24px;\"><strong><span style=\"color: #000080;\">2. Investir dans les gens et les relations<\/span><\/strong><\/span><\/h2>\n<p>En 2018,<strong> croire<\/strong> en ses salari\u00e9s rapporte davantage que la multiplication des suivis de r\u00e9sultats.<\/p>\n<p>Une \u00e9tude de la <strong>Harvard Business Review<\/strong> relate les effets positifs d&rsquo;un investissement sur la personne dans un contexte de travail.<\/p>\n<p>Par rapport aux travailleurs qui re\u00e7oivent peu de <strong>confiance<\/strong> de leur entreprise, ceux \u00e0 qui on laisse le champ libre affichent les <strong>r\u00e9sultats<\/strong> suivants:<\/p>\n<ul>\n<li>Stress: <strong>&#8211;\u00a074\u00a0%<\/strong><\/li>\n<li>Jour de maladie:<strong> &#8211;\u00a013\u00a0%<\/strong><\/li>\n<li><em>Burnout<\/em>: <strong>&#8211;\u00a040\u00a0%<\/strong><\/li>\n<li>Engagement: <strong>+\u00a076\u00a0%<\/strong><\/li>\n<li>\u00c9nergie \u00e0 investir \u00e0 la t\u00e2che: <strong>+\u00a0106\u00a0%<\/strong><\/li>\n<li>Productivit\u00e9: <strong>+\u00a050\u00a0%<\/strong><\/li>\n<li>Satisfaction: <strong>+\u00a029\u00a0%<\/strong><\/li>\n<\/ul>\n<p>Le dirigeant actuel ne doit plus parler uniquement de capital, de retour sur investissement, de chiffres et de redditions de comptes \u00e0 ses collaborateurs. Sa r\u00e9solution s&rsquo;av\u00e9rera de leur demander de partager sa <strong>vision<\/strong> et de s&rsquo;impliquer avec lui dans la r\u00e9invention de sa compagnie.<\/p>\n<p>Voil\u00e0 qui augmentera \u00e0 coup s\u00fbr l&rsquo;<strong>inventivit\u00e9,<\/strong> l&rsquo;efficacit\u00e9 et la performance de son organisation. Tout cela en favorisant le recrutement et la <strong>r\u00e9tention de talents,<\/strong> aux dires de l&rsquo;experte en transformation organisationnelle.<\/p>\n<h2><span style=\"font-size: 24px;\"><strong><span style=\"color: #000080;\">3. Mobiliser l&rsquo;intelligence collective<\/span><\/strong><\/span><\/h2>\n<p>Le <strong>cerveau<\/strong> humain regorge de cr\u00e9ativit\u00e9 gr\u00e2ce \u00e0 l&rsquo;interaction de ses cellules et \u00e0 leur <strong>autonomie<\/strong> \u00e0 travers la compl\u00e9mentarit\u00e9.<\/p>\n<p>Tout comme lui, le chef d&rsquo;entreprise est tenu de pr\u00f4ner une v\u00e9rit\u00e9<strong> plurielle.<\/strong> Il faut qu&rsquo;il se l&rsquo;avoue, son titre ne va plus de pair avec la \u00abd\u00e9tention de la science infuse\u00bb.<\/p>\n<p>La cl\u00e9 de son succ\u00e8s se voudrait intimement li\u00e9e \u00e0 l&rsquo;<strong>intelligence collective<\/strong> pour affronter les nombreux ph\u00e9nom\u00e8nes complexes en perp\u00e9tuel mouvement. L&rsquo;ann\u00e9e qui d\u00e9bute lui indique clairement de guider ses troupes, mais de leur donner de l&rsquo;<strong>oxyg\u00e8ne.<\/strong><\/p>\n<p>Il devrait miser sur la<strong> diversit\u00e9<\/strong> des talents et des comp\u00e9tences au sein de son \u00e9quipe. Qu&rsquo;il n&rsquo;h\u00e9site pas \u00e0 consulter d&rsquo;autres parties prenantes externes et \u00e0 d\u00e9velopper un<strong> r\u00e9seau<\/strong> riche en talents vari\u00e9s.<\/p>\n<p>Cela implique bien s\u00fbr de laisser la<strong> hi\u00e9rarchie<\/strong> et l&rsquo;organigramme de c\u00f4t\u00e9. S&rsquo;il veut se transformer et \u00e9voluer lui aussi, le chef contemporain apprendra \u00e0 nager \u00e0 <strong>contre-courant.<\/strong><\/p>\n<p>En prenant la voie de l&rsquo;enrichissement par la <strong>collectivit\u00e9,<\/strong> le leader de 2018 mobilise, responsabilise, favorise la contribution individuelle et de groupe. Il permet \u00e0 son \u00e9quipe de g\u00e9n\u00e9rer des <strong>innovations.<\/strong><\/p>\n<p>Sa r\u00e9solution l&rsquo;am\u00e8nera in\u00e9vitablement, selon <strong>Caroline\u00a0M\u00e9nard,<\/strong> \u00e0 favoriser l&rsquo;\u00e9mergence d&rsquo;id\u00e9es neuves\u00a0et de <strong>solutions<\/strong> robustes plus p\u00e9rennes.<\/p>\n<h2><span style=\"font-size: 24px;\"><strong><span style=\"color: #000080;\">4. Se mettre au service du bien commun<\/span><\/strong><\/span><\/h2>\n<p>Le dirigeant \u00abtransformationnel\u00bb gagnera finalement \u00e0 prendre ses <strong>responsabilit\u00e9s<\/strong> sociales et environnementales.<\/p>\n<p>On ne lui imposera pas de renoncer au <strong>profit,<\/strong> cela s&rsquo;av\u00e9rerait un non-sens. Mais, on esp\u00e8re qu&rsquo;il <strong>r\u00e9investira<\/strong> dans la soci\u00e9t\u00e9 pour les g\u00e9n\u00e9rations futures.<\/p>\n<p>En optant pour une strat\u00e9gie bas\u00e9e sur des valeurs <strong>progressistes,<\/strong> il mettra en place d\u00e8s maintenant ce qui deviendra la norme demain.<\/p>\n<p>Qu&rsquo;il se montre r\u00e9solu \u00e0 <strong>foncer,<\/strong> sans attendre une quelconque loi, r\u00e9glementation ou permission. Qu&rsquo;il fasse de son entreprise un <strong>mod\u00e8le,<\/strong> et rien de moins!<\/p>\n<p>D&rsquo;apr\u00e8s\u00a0M<sup>me<\/sup>\u00a0M\u00e9nard, il insufflera ainsi la <strong>long\u00e9vit\u00e9<\/strong> \u00e0 son organisation.<\/p>\n<p>Alors, prendrez-vous les d\u00e9cisions qui vous <strong>m\u00e9tamorphoserons<\/strong> en leader \u00abtransformationnel\u00bb cette ann\u00e9e?<\/p>\n<p>Si vous empruntez cette voie, la pr\u00e9sidente et associ\u00e9e de Brio Conseils vous recommande de demeurer <strong>authentique<\/strong> et de laisser votre ego de c\u00f4t\u00e9.<\/p>\n<p>Bonne <strong>transformation<\/strong>!<\/p>\n<hr class=\"isarta-divider\" \/>\n<p><span style=\"text-decoration: underline; font-size: 12px;\">Sources cit\u00e9es:<\/span><\/p>\n<p class=\"p2\"><span style=\"font-size: 12px;\"><sup>1<\/sup> Reb, J., Narayanan, J. and Chaturvedi, S. 2012. Leading Mindfully: Two Studies on the Influence of Supervisor Trait Mindfulness on Employee Well-Being and Performance. Springer Science+Business Media, LLC 2012.<\/span><\/p>\n<p><span style=\"font-size: 12px;\"><sup>2\u00a0<\/sup>Daniel Goleman et Richard Davidson, <i>Altered Traits: What Science Reveals How Meditation Changes Your Mind, Body and Brain<\/i>.<\/span><\/p>\n<p><span style=\"text-decoration: underline; font-size: 12px;\">Suggestions de lectures sur le sujet:<\/span><\/p>\n<p class=\"p1\"><span style=\"font-size: 12px;\">Paul J. Zak, <i>The Neuroscience of Trust <\/i>(article paru dans la HBR en 2017); Michael C. Mankins et Eric Garton, <i>Time, Talent, Energy Overcome Organizational Drag and Unleash Your Team&rsquo;s Productive Power<\/i>.<\/span><\/p>\n<p class=\"p1\"><span style=\"font-size: 12px;\">Frederic Laloux, <i>Reinventing Organizations.<\/i><\/span><\/p>\n<p class=\"p1\"><span style=\"font-size: 12px;\">Micheal Porter, <i>Creative Shared Value <\/i>(article paru dans la HBR, 2011). Cet article paru en 2011 est encore br\u00fblant d\u2019actualit\u00e9: ce que l\u2019auteur y pr\u00f4ne n\u2019est toujours pas mis en pratique\u2026<\/span><\/p>\n<hr class=\"isarta-divider\" \/>\n","protected":false},"excerpt":{"rendered":"<p>Un changement n&rsquo;attend pas l&rsquo;autre au coeur des entreprises qui prennent le virage num\u00e9rique. Caroline M\u00e9nard, pr\u00e9sidente et associ\u00e9e de Brio Conseils a accept\u00e9 de livrer ses suggestions aux dirigeants. Voici comment ceux-ci pourraient d\u00e9marrer la nouvelle ann\u00e9e du bon pied.<\/p>\n","protected":false},"author":53,"featured_media":50948,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[3],"tags":[365,358,359,224],"class_list":["post-50800","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-articlesmarketing-communications","tag-competences","tag-ia","tag-intelligence-artificielle","tag-recrutement"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.8 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Devenir un leader organisationnel<\/title>\n<meta name=\"description\" content=\"Caroline M\u00e9nard de Brio Conseils offre son regard d&#039;experte aux dirigeants d&#039;entreprises. 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