We've moved from the age of ideology to the age of "imagology"

Self-image is defined as the idea or perception each person has of their psychological and social identity, which influences their behavior.
The trap is that at a certain point, people only reason in images; they lose their identity and values.
A suitable image is one where there is coherence with actions.

Youness Bellatif CEO of Convergence and president of the Maroc coaching association "Exposure to the media means that more and more managers are using modern tools like media training or coaching to improve their image."
Exemplary behavior, refined communication in terms of both substance and form, emotional control, balance in interpersonal relationships... These are all parameters that help cultivate one's image and assert oneself to one's collaborators.

Interview with Youness Bellatif, CEO of Convergence and president of the Maroc coaching association, who gives us some keys.

1. La Vie Eco: How do you define self-image?
Youness Bellatif: Self-image is defined as the idea or perception each person has of their psychological and social identity, which influences their behavior. It's how we see ourselves, what we believe we are, what we believe we are capable of doing, how we believe others see us...
Self-image essentially results from feelings and sensations we form over the course of our lives. It is only the result of our own experiences. At the same time, the way we evaluate ourselves influences our behavior and how we will act with our environment. Example: A manager who has a negative view of themselves will find it difficult to approach any actions they undertake, even if they are competent. This will be detrimental to them.
I think that today self-image is so important that it can be considered a skill, just like technical or other skills.

2. Why?
A few years ago, a manager could simply focus on the message to get it across. This is no longer the case. We have entered the era of marketing and commercial image.
Just look at politicians, movie stars, and other sports celebrities who leverage their image to convey messages.
We've moved from the age of ideology to the age of "imagology," if we want to take the irony further. It's a conditional factor in one's career. We can see in certain cases that the image can surpass a person's identity. Yves Saint Laurent, Zidane, and many others... They become outright brands. Their marketing image no longer belongs to them.
It is clear that the image can be a powerful vector of communication because we all, in a certain way, need to project ourselves towards an ideal image.
The trap of image is that at a certain point people only reason in images. They no longer find their identity and their values.

3. Is it dangerous?
Absolutely. Because there is a gap between the image we project and what we actually do in the field. In coaching, I often tend to tell people "be careful of the appetite you give people".
A suitable image is one where there is coherence with actions. For example, if a manager is tough, and they don't try to hide it behind a sweetened image, even if we don't agree with their methods, we at least know what to expect.
Don't forget that people operate on intuition. If you are good in their eyes, they easily adopt you.

4. What image do people generally have of their managers?
There is no general rule. It's often the image of a manager in search of their own identity. It's also the image of a manager in transition and in mutation compared to their environment. This is not negligible. Simply because this period of transition will allow managers to better adapt to their environment and consequently to develop self-confidence.

5. Do you think managers worry about their image to be appreciated?
Absolutely! Increasingly, managers are using modern tools like media training to correct their oral and physical expression.
Given the unavoidable exposure to the media and increasingly demanding audiences, managers have gotten into it. They also use coaching to refine their image.
Exemplary behavior, refined communication in terms of both substance and form, emotional control, balance in interpersonal relationships... these are all parameters that allow managers to assert themselves in the eyes of their collaborators.

6. Is there a specific attitude to consider to imprint one's image?
There is no particular attitude. You must above all ask yourself what behavior to adopt in a situation that depends on your resources. Certain situations require different behaviors or attitudes depending on one's own strengths and weaknesses.
In coaching, there is an awareness of three parameters: What is the situation? Who am I facing? What are my resources that I am aware of?
The alchemy of these three factors makes it possible to produce the appropriate behavior and, ultimately, will give the image that one wishes to convey.

7. How then to cultivate one's image?
First, you must be aware of the image you have of yourself and the one you think you project onto others. You must also respect yourself and what you impose on others. The manager must be attentive to ensuring that the values and rules in force in the company are respected.
To gain the adherence of collaborators, it is best to be able to establish the rules collectively, which is not always possible. If they are imposed, the manager must explain their reason for being, their purpose, to allow everyone to understand them.
Clearly, the manager must also set an example and be the first to follow the rules they impose, otherwise they risk being completely discredited.

Published on 09/21/2007
La Vie Economique