Recovering After a Setback
22 November 2010
Read by 1937 persons
You've faced a setback? Don't bury your head in the sand. Confront reality. And confide your anxieties to a supportive ear.
In 2005, Arielle Bagdassarian and her husband created a communications and training agency. The adventure began auspiciously. "We put everything into it: our hearts, our dynamism, our money," says the young woman. But the 2008 financial crisis proved fatal to this structure, already weakened by cash flow problems. "The cancellation of important training sessions finished us off," comments Arielle Bagdassarian. The couple was forced to file for bankruptcy, undergoing a traumatic court appearance. "Five months later, I had a mini-depression," confides the entrepreneur. "I was still in shock from this professional accident."
How do you find the energy to bounce back when you feel like you've hit rock bottom? Arielle drew this energy from books (see the box below), the love of her children, and the support of other entrepreneurs with similar experiences. Above all, she never fooled herself. "You have to have the courage to express the anxiety caused by failure. Feeling distraught is perfectly legitimate," says Matthieu Poiret, an expert in psychosocial risks and founder of the Midori firm. Hiding or burying the pain doesn't help you get back up; on the contrary. "Those who experience professional setbacks tend to say, 'It's nothing,'" adds Matthieu Poiret. "When you're a manager and you're used to remaining in control, managing your emotions requires a real effort, but it's the only way to move on."
Another necessary step: analyzing the situation lucidly. Whether it's bankruptcy or redundancy, you must first admit that you have failed. "Take stock of your losses. Before embarking on a new project, lay everything out," advises Thierry Jallon, consultant and author of "7 Steps to Rebound After a Crisis" (Liaisons Editions). Trying to move too quickly is useless and dangerous. "After a setback, managers feel the need to immediately activate their network: talking to the headhunter they play golf with, having lunch with the CEO they meet at their club... But if you rush in headlong, you risk wasting good opportunities," explains Domitille Tézé, founder of the Transition Plus firm and a specialist in career crises. Follow her advice: don't take action until you feel completely ready. "With my clients," the consultant continues, "we always take the time to structure a presentation, to carefully study their new professional direction."
The opinions of others
To the personal feeling of failure, already heavy to bear, is often added the misunderstanding, disappointment, or even displeasure of loved ones. "One of my clients felt ashamed at the idea of announcing his redundancy to his 15 and 17-year-old children," says Domitille Tézé. "I prepared him for their potential complaints: cancelled holidays, a birthday present they won't see..."
And this is nothing compared to the indifference or contempt one might face. "In our society, which highly values performance, failure is very poorly perceived," says Matthieu Poiret. "Some of my acquaintances still cross the street when they see me!" laments Alain Fabre, who was forced to file for bankruptcy for his construction company in 2009. "The hardest thing," he testifies, "is losing your status as a manager. Overnight, you're nobody." Since then, Alain Fabre has found a new professional identity: he has launched into management consulting through his firm, Networks Développement.
To get back on track, nothing is more effective than exchanging with peers facing the same difficulties. The workshops run by Thierry Jallon, who himself experienced the pangs of bankruptcy, were designed with this in mind. Business leaders come to talk about their failures, the resentment of their employees who feel betrayed, the drastic drop in their lifestyle... "They know they won't be judged and that everything they say will remain confidential," explains the coach. "By giving each other advice, they also regain a more positive self-image."
It was because he felt so alone that Alain Fabre decided to create the National Association of Citizen Solidarity Enterprises (Lanecs). This network supports business leaders who have fallen. "Those who come to see me often tell me that I'm the first person they can talk to freely and who understands them." Launched last year in Lyon, Lanecs has already helped a dozen small business owners resurface. As many decision-makers who, when they find themselves back at the helm, no longer think in quite the same way. While he is currently thriving with Sarenza, the leader in online shoe sales, Stéphane Treppoz retains a painful memory of his redundancy from AOL France in 2004. "When someone is in difficulty in my company, I am more sensitive to their situation," he says. "And I try to dedicate time to solving the problem. Having experienced such a situation myself, I know that anyone can find themselves vulnerable overnight."
Small victories
Once surrounded, it's possible to move on to the reconstruction phase. But believing that you will quickly regain a social position comparable to the one you lost is illusory. "Learn to be satisfied with small victories: that's how you'll get back on the winning side," suggests Matthieu Poiret. This is what Gilbert Bauer did. A former purchasing manager at Thales, five years ago he decided to leave his golden position to set up his industrial strategy consulting firm.
But things turned out to be more complicated than expected: despite a thick address book, this seasoned engineer struggled to land his first clients. Very quickly, he sank into the anxiety of a phone that didn't ring. But he persevered. "It was enough for a prospect to accept a quick lunch for my morale to soar," he says. "I kept that enthusiasm. Even today, when everything is going well, a simple appointment gives me wings."
Published September 28, 2010
Posted online December 5, 2011
capital.fr
In 2005, Arielle Bagdassarian and her husband created a communications and training agency. The adventure began auspiciously. "We put everything into it: our hearts, our dynamism, our money," says the young woman. But the 2008 financial crisis proved fatal to this structure, already weakened by cash flow problems. "The cancellation of important training sessions finished us off," comments Arielle Bagdassarian. The couple was forced to file for bankruptcy, undergoing a traumatic court appearance. "Five months later, I had a mini-depression," confides the entrepreneur. "I was still in shock from this professional accident."
How do you find the energy to bounce back when you feel like you've hit rock bottom? Arielle drew this energy from books (see the box below), the love of her children, and the support of other entrepreneurs with similar experiences. Above all, she never fooled herself. "You have to have the courage to express the anxiety caused by failure. Feeling distraught is perfectly legitimate," says Matthieu Poiret, an expert in psychosocial risks and founder of the Midori firm. Hiding or burying the pain doesn't help you get back up; on the contrary. "Those who experience professional setbacks tend to say, 'It's nothing,'" adds Matthieu Poiret. "When you're a manager and you're used to remaining in control, managing your emotions requires a real effort, but it's the only way to move on."
Another necessary step: analyzing the situation lucidly. Whether it's bankruptcy or redundancy, you must first admit that you have failed. "Take stock of your losses. Before embarking on a new project, lay everything out," advises Thierry Jallon, consultant and author of "7 Steps to Rebound After a Crisis" (Liaisons Editions). Trying to move too quickly is useless and dangerous. "After a setback, managers feel the need to immediately activate their network: talking to the headhunter they play golf with, having lunch with the CEO they meet at their club... But if you rush in headlong, you risk wasting good opportunities," explains Domitille Tézé, founder of the Transition Plus firm and a specialist in career crises. Follow her advice: don't take action until you feel completely ready. "With my clients," the consultant continues, "we always take the time to structure a presentation, to carefully study their new professional direction."
The opinions of others
To the personal feeling of failure, already heavy to bear, is often added the misunderstanding, disappointment, or even displeasure of loved ones. "One of my clients felt ashamed at the idea of announcing his redundancy to his 15 and 17-year-old children," says Domitille Tézé. "I prepared him for their potential complaints: cancelled holidays, a birthday present they won't see..."
And this is nothing compared to the indifference or contempt one might face. "In our society, which highly values performance, failure is very poorly perceived," says Matthieu Poiret. "Some of my acquaintances still cross the street when they see me!" laments Alain Fabre, who was forced to file for bankruptcy for his construction company in 2009. "The hardest thing," he testifies, "is losing your status as a manager. Overnight, you're nobody." Since then, Alain Fabre has found a new professional identity: he has launched into management consulting through his firm, Networks Développement.
To get back on track, nothing is more effective than exchanging with peers facing the same difficulties. The workshops run by Thierry Jallon, who himself experienced the pangs of bankruptcy, were designed with this in mind. Business leaders come to talk about their failures, the resentment of their employees who feel betrayed, the drastic drop in their lifestyle... "They know they won't be judged and that everything they say will remain confidential," explains the coach. "By giving each other advice, they also regain a more positive self-image."
It was because he felt so alone that Alain Fabre decided to create the National Association of Citizen Solidarity Enterprises (Lanecs). This network supports business leaders who have fallen. "Those who come to see me often tell me that I'm the first person they can talk to freely and who understands them." Launched last year in Lyon, Lanecs has already helped a dozen small business owners resurface. As many decision-makers who, when they find themselves back at the helm, no longer think in quite the same way. While he is currently thriving with Sarenza, the leader in online shoe sales, Stéphane Treppoz retains a painful memory of his redundancy from AOL France in 2004. "When someone is in difficulty in my company, I am more sensitive to their situation," he says. "And I try to dedicate time to solving the problem. Having experienced such a situation myself, I know that anyone can find themselves vulnerable overnight."
Small victories
Once surrounded, it's possible to move on to the reconstruction phase. But believing that you will quickly regain a social position comparable to the one you lost is illusory. "Learn to be satisfied with small victories: that's how you'll get back on the winning side," suggests Matthieu Poiret. This is what Gilbert Bauer did. A former purchasing manager at Thales, five years ago he decided to leave his golden position to set up his industrial strategy consulting firm.
But things turned out to be more complicated than expected: despite a thick address book, this seasoned engineer struggled to land his first clients. Very quickly, he sank into the anxiety of a phone that didn't ring. But he persevered. "It was enough for a prospect to accept a quick lunch for my morale to soar," he says. "I kept that enthusiasm. Even today, when everything is going well, a simple appointment gives me wings."
Published September 28, 2010
Posted online December 5, 2011
capital.fr
