Management Through Kindness
8 October 2008
Read by 1782 persons
Text: "Do you know Prince Myshkin? Well, he's a fool because he's good!" That's essentially what Dostoevsky tells us about the falseness of our judgments. Myshkin is different. Although ill, he puts all his energy into caring for others, into kindness. Since society doesn't understand this approach, he is relegated to the rank of imbecile. An old belief haunts organizations: man being a wolf to man, it is easier for him to mark his territory, a primitive form of dominance, through aggressive defense. We often hear that the company is a jungle. I reject this doctrine of the affirmation of the strong over the weak and consider it counterproductive.
It is convenient for a boss, and sometimes comfortable for his collaborators, to affirm his leadership through a directive attitude. But beware of the caricature putting the group in a situation of inhibition, often for fear of losing the advantage. In this spirit, some psychologists come to consider that a manager must accept being perceived by his team as a bad object. In other words, every employee will sooner or later feel an unpleasant emotion in the face of the authority he receives or confers.
But if we appreciate the amount of energy wasted in such a relationship, we must consider, in the name of efficiency, a radically different approach. Here, no mawkishness, rather a reframing. Certainly, offices are not designed for kindness, even less for the gratuitous act. But by imposing a few simple rules on ourselves, everything can change in our human relationships.
Let's Banish Cynicism
First, let's put Machiavelli in the closet and banish cynicism. Let's stop gossiping about others; let's smile when we cross paths. Occasionally, let's offer an informal lunch to our team. From time to time, let's bring small gifts to share, flowers, chocolates, tokens of sympathy. Let's listen to what everyone wants to tell us and, to do so, let's interrupt our work when we are spoken to. Let's know how to thank, including with a short written note. Let's take an interest in our colleagues' hobbies. Let's list the tokens of sympathy we have received. Let's lighten unpleasant tasks by sharing them. These small attentions imply a true managerial practice. In North America, several consultants, Mari-Lyn Hudson or Olivia McIvor, are already modeling the tools. The latter recommends a twelve-point improvement program: authenticity, excellence, courage, responsibility, right attitude, trust, friendship, integrity, resilience, compassion, service, tolerance.
A while ago, I told you that intelligence could be perceived by the group as a threat (Succeed, June 16), therefore as an additional stress factor. It is this culture of tension that must be reviewed. Because benevolence is not questionable, it opens the field of observation of the other and thereby of innovation in the team, much more fruitful than the "violence of exchanges in a temperate environment"
Evelyne Sevin
Posted online October 8, 2008
lefigaro.fr
It is convenient for a boss, and sometimes comfortable for his collaborators, to affirm his leadership through a directive attitude. But beware of the caricature putting the group in a situation of inhibition, often for fear of losing the advantage. In this spirit, some psychologists come to consider that a manager must accept being perceived by his team as a bad object. In other words, every employee will sooner or later feel an unpleasant emotion in the face of the authority he receives or confers.
But if we appreciate the amount of energy wasted in such a relationship, we must consider, in the name of efficiency, a radically different approach. Here, no mawkishness, rather a reframing. Certainly, offices are not designed for kindness, even less for the gratuitous act. But by imposing a few simple rules on ourselves, everything can change in our human relationships.
Let's Banish Cynicism
First, let's put Machiavelli in the closet and banish cynicism. Let's stop gossiping about others; let's smile when we cross paths. Occasionally, let's offer an informal lunch to our team. From time to time, let's bring small gifts to share, flowers, chocolates, tokens of sympathy. Let's listen to what everyone wants to tell us and, to do so, let's interrupt our work when we are spoken to. Let's know how to thank, including with a short written note. Let's take an interest in our colleagues' hobbies. Let's list the tokens of sympathy we have received. Let's lighten unpleasant tasks by sharing them. These small attentions imply a true managerial practice. In North America, several consultants, Mari-Lyn Hudson or Olivia McIvor, are already modeling the tools. The latter recommends a twelve-point improvement program: authenticity, excellence, courage, responsibility, right attitude, trust, friendship, integrity, resilience, compassion, service, tolerance.
A while ago, I told you that intelligence could be perceived by the group as a threat (Succeed, June 16), therefore as an additional stress factor. It is this culture of tension that must be reviewed. Because benevolence is not questionable, it opens the field of observation of the other and thereby of innovation in the team, much more fruitful than the "violence of exchanges in a temperate environment"
Evelyne Sevin
Posted online October 8, 2008
lefigaro.fr
