{"id":53196,"date":"2018-05-25T18:15:47","date_gmt":"2018-05-25T22:15:47","guid":{"rendered":"http:\/\/isarta.com\/infos\/?p=53196"},"modified":"2018-05-28T11:08:06","modified_gmt":"2018-05-28T15:08:06","slug":"quatre-facons-de-gerer-la-microgestion","status":"publish","type":"post","link":"https:\/\/isarta.fr\/infos\/quatre-facons-de-gerer-la-microgestion\/","title":{"rendered":"Quatre fa\u00e7ons de g\u00e9rer la… microgestion!"},"content":{"rendered":"

25 mai 2018<\/span><\/p>\n

\"\"<\/p>\n

Un gestionnaire qui surveille et contr\u00f4le nos moindres faits et gestes est suffisant pour empoisonner la qualit\u00e9 de vie au travail. Victime de microgestion? Ces trucs sont pour vous.<\/span><\/p>\n

Tout d\u2019abord, qu\u2019entend-on par microgestion? Monia Boulais, consultante principale en ressources humaines chez VIACONSEIL, explique:<\/p>\n

Il s\u2019agit d\u2019un gestionnaire qui s\u2019immisce dans les op\u00e9rations courantes, qui d\u00e9sire \u00eatre inform\u00e9 \u00e0 toutes les \u00e9tapes d\u2019un projet, qui intervient dans la prise de d\u00e9cision. C\u2019est le contraire d\u2019un gestionnaire qui gouverne par r\u00e9sultats.\u00bb<\/span><\/p><\/blockquote>\n

L\u2019approche a ses vertus: pour le gestionnaire, c\u2019est un outil pour encadrer un employ\u00e9 qui sous-performe, pour faciliter l\u2019implantation d\u2019un changement organisationnel ou encore pour partager des informations strat\u00e9giques \u00e0 son \u00e9quipe.<\/p>\n

La microgestion pose toutefois probl\u00e8me lorsqu\u2019elle vient d\u2019un gestionnaire qui a de la difficult\u00e9 \u00e0 se d\u00e9tacher de ses anciennes fonctions. Monia Boulais donne l\u2019exemple d\u2019un \u00abtechnicien qui devient cadre et qui a de la difficult\u00e9 \u00e0 d\u00e9l\u00e9guer, qui accepte mal que les choses ne soient pas faites \u00e0 sa fa\u00e7on.\u00a0\u00c7a peut devenir un irritant pour les employ\u00e9s.\u00bb<\/p>\n

Voici 4\u00a0actions pour se d\u00e9faire d\u2019un microgestionnaire envahissant.<\/p>\n

1. S\u2019auto\u00e9valuer<\/strong><\/span><\/h2>\n

La microgestion s\u2019av\u00e8re parfois n\u00e9cessaire lorsqu\u2019un employ\u00e9 ne r\u00e9pond pas aux attentes et nuit \u00e0 la performance du groupe de travail. La premi\u00e8re \u00e9tape est donc d\u2019\u00e9valuer sa propre performance: est-ce que je respecte les \u00e9ch\u00e9ances, est-ce que j\u2019atteins les objectifs?<\/p>\n

Si cette performance laisse \u00e0 d\u00e9sirer, on devra faire l\u2019effort de regagner la confiance de son sup\u00e9rieur pour esp\u00e9rer retrouver un peu de libert\u00e9.<\/p>\n

2. D\u00e9finir les attentes<\/strong><\/span><\/h2>\n

Dans l\u2019incertitude, Monia Boulais sugg\u00e8re de faire le point avec son gestionnaire. L\u2019objectif: mieux comprendre ses attentes.<\/p>\n

On peut lui demander de formuler des attentes pr\u00e9cises, tant au chapitre\u00a0des op\u00e9rations que de la communication. \u00c0 quelle fr\u00e9quence d\u00e9sire-t-il des rapports? Et par quel moyen – verbal, t\u00e9l\u00e9phone ou courriel?\u00bb<\/span><\/p><\/blockquote>\n

Si on conna\u00eet ses attentes, on sera en mesure de mieux comprendre son comportement.\u00a0Mais aussi, on aura une r\u00e9f\u00e9rence \u00e0 brandir lorsque\u00a0le gestionnaire devient envahissant. On pourra lui rappeler les attentes qu\u2019il a lui-m\u00eame formul\u00e9es.<\/p>\n

Il peut \u00e9galement \u00eatre opportun de lui demander de\u00a0clarifier son r\u00f4le \u00e0 lui.<\/p>\n

En connaissant les objectifs que votre sup\u00e9rieur doit atteindre comme gestionnaire, on est plus \u00e0 m\u00eame de l\u2019aider\u00bb, souligne la consultante.<\/span><\/p><\/blockquote>\n

3. Mieux communiquer<\/strong><\/span><\/h2>\n

Monia Boulais insiste sur l\u2019importance de la communication.<\/p>\n

Tout est question de perception. On peut se retrouver dans une situation o\u00f9 on accomplit du bon travail, mais le gestionnaire ne le sait pas.\u00a0On oublie de le tenir au courant.\u00bb<\/span><\/p><\/blockquote>\n

Une strat\u00e9gie \u00e0 d\u00e9ployer est alors d\u2019informer plus r\u00e9guli\u00e8rement son superviseur de l\u2019avancement de ses mandats.<\/p>\n

Le but, c\u2019est que le gestionnaire sache ce qui se passe dans son d\u00e9partement.\u00bb<\/span><\/p><\/blockquote>\n

4. Prendre du recul<\/strong><\/span><\/h2>\n

Chaque gestionnaire a son propre style de gestion. Certains sont plus analytiques, d\u2019autres ont une approche plus humaine. \u00c7a fait partie de leur personnalit\u00e9, explique Monia Boulais. Comme employ\u00e9, on doit d\u00e9montrer de l\u2019ouverture et accepter les limites de son gestionnaire. Il a des forces et des faiblesses; il faut chercher la compl\u00e9mentarit\u00e9!\u00bb<\/span><\/p><\/blockquote>\n

\n","protected":false},"excerpt":{"rendered":"

Un gestionnaire qui surveille et contr\u00f4le nos moindres faits et gestes est suffisant pour empoisonner la qualit\u00e9 de vie au travail. Victime de microgestion? 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