{"id":27618,"date":"2018-10-10T17:30:15","date_gmt":"2018-10-10T15:30:15","guid":{"rendered":"https:\/\/www.sagarana.fr\/?post_type=project&p=27618"},"modified":"2018-10-10T23:14:33","modified_gmt":"2018-10-10T21:14:33","slug":"economic-performance-and-well-being","status":"publish","type":"project","link":"https:\/\/www.sagarana.fr\/en\/project\/economic-performance-and-well-being\/","title":{"rendered":"Economic performance and well-being"},"content":{"rendered":"

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Economic performance
\nand well-being<\/h1>\n

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And what if we stopped thinking in a “cheese or dessert\u201d mode?<\/strong><\/h2>\n

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“Finally, what is your objective? Improve the company\u2019s net result or the employees\u2019 well-being? “\u2028A question that has been heard over and over again in the mouths of journalists, lecturers and politicians!<\/p>\n

Yes, I know\u2026 We are westerners and we like to put things in boxes. But, is it still relevant for a modern leader to reason by opposing black and white when energy and harmony come from their complementarity?<\/h4>\n

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The different stakeholders\u2019 well being<\/strong><\/h4>\n

Aiming for the well-being of employees, and more generally that of the different stakeholders – clients, suppliers, educational world, environment\u2026 all those components which are specified in the ISO 26000 Corporate Societal Responsibility frame of reference is a common sense approach, an approach that anyone can implement, if they want to, and for which the effects are positive in the short, medium and long term.<\/p>\n

And even though in my reasoning, I have always considered the financial result as a consequence and not an objective, I insist on the fact that this “investment” in the employees\u2019 well-being is a necessity for a private company to develop efficiently and harmoniously.\u00a0<\/p>\n

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From intention to action<\/strong><\/h4>\n

The question of: \u201cHow do I put this to action? ” can be more delicate and requires methodology.<\/p>\n

In the counseling that I offer, I focus on four areas to (re)reconcile performance and well-being:<\/p>\n

    \n
  • The clarification of the leader\u2019s and\/or steering committee\u2019s intention;The clarification of the leader\u2019s and\/or steering committee\u2019s intention;<\/li>\n
  • The development and implementation of the vision (vocation, values, ambitions, management system, strategic projects) at the different levels in the company, depending on its size and maturity;<\/li>\n
  • The management of the managerial relationship with the deployment of a “straight talk” so that the intention is correctly perceived by all the staff;<\/li>\n
  • Quick wins, which get the happiness pump started for our teams and for ourselves. \u25a0<\/li>\n<\/ul>\n

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    Economic performance and well-being And what if we stopped thinking in a “cheese or dessert\u201d mode?”Finally, what is your objective? Improve the company\u2019s net result or the employees\u2019 well-being? “\u2028A question that has been heard over and over again in the mouths of journalists, lecturers and politicians! Yes, I know\u2026 We are westerners and we […]<\/p>\n","protected":false},"author":1,"featured_media":27912,"comment_status":"open","ping_status":"closed","template":"","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"

    Performance \u00e9conomique ET<\/u> bien-\u00eatre des salari\u00e9s<\/p>

    Et si on arr\u00eatait de raisonner en mode \"fromage ou dessert\" ? <\/em><\/p>

    \u00a0<\/p>

    \u00ab\u00a0Finalement, votre objectif, c'est quoi ? Am\u00e9liorer le r\u00e9sultat net de l\u2019entreprise ou le bien-\u00eatre des salari\u00e9s\u00a0?\u00a0\u00bb<\/em> Cette question, si je ne l'ai pas entendue 100 fois dans la bouche des journalistes, des enseignants chercheurs, des politiques !<\/p>

    Oui, je sais... Nous sommes des Occidentaux et nous aimons mettre en cases. Mais, raisonner en opposant le blanc au noir \u2013 alors que de leur compl\u00e9mentarit\u00e9 naissent l'\u00e9nergie et l'harmonie \u2013, est-ce que \u00e7a a encore du sens pour un dirigeant aujourd'hui ?<\/p>

    Au XXI\u00b0 si\u00e8cle, pourquoi devrions-nous choisir entre performance \u00e9conomique et bien-\u00eatre de nos collaborateurs ?<\/p>

    Le bien-\u00eatre des diff\u00e9rentes parties prenantes<\/strong><\/p>

    Viser le bien-\u00eatre des salari\u00e9s, et plus g\u00e9n\u00e9ralement celui des diff\u00e9rentes parties prenantes \u2013 clients, fournisseurs, monde \u00e9ducatif, environnement\u2026 toutes ces composantes sp\u00e9cifi\u00e9es dans le r\u00e9f\u00e9rentiel ISO 26 000 de la Responsabilit\u00e9 Soci\u00e9tale de l\u2019Entreprise \u2013 rel\u00e8ve d'une approche de bon sens ; une d\u00e9marche que chacun d'entre nous peut mettre en \u0153uvre, s'il le souhaite ; \u00a0dont les effets se r\u00e9v\u00e8lent positifs, \u00e0 court, moyen et long terme.<\/p>

    Et si, dans mon raisonnement, j\u2019ai toujours consid\u00e9r\u00e9 le r\u00e9sultat financier comme une cons\u00e9quence et non un objectif, j'insiste sur le fait que cet \"investissement\" est une n\u00e9cessit\u00e9 pour qu'une entreprise priv\u00e9e puisse investir et d\u00e9velopper son offre.<\/p>

    \"\u00c7a\", c'est dit !<\/p>

    De l'intention \u00e0 l'action<\/strong><\/p>

    La question du : \u00ab\u00a0Comment je passe \u00e0 l'acte ?\u00a0\u00bb<\/em> peut s\u2019av\u00e9rer plus d\u00e9licate et requiert de la m\u00e9thodologie.<\/p>

    Dans l\u2019accompagnement que je propose, je privil\u00e9gie quatre axes pour (r\u00e9)concilier performance et bien-\u00eatre\u00a0:<\/p>

    • La clarification de l\u2019intention avec le dirigeant et\/ou le comit\u00e9 de direction ;<\/li>
    • L'\u00e9laboration et la mise en \u0153uvre de la vision (vocation, valeurs, ambitions, syst\u00e8me de management, projets structurants) aux diff\u00e9rents niveaux de l'entreprise, en fonction de sa taille et de sa maturit\u00e9 ;<\/li>
    • La gestion de la relation manag\u00e9riale, avec le d\u00e9ploiement d\u2019un \u00ab\u00a0parler vrai\u00a0\u00bb pour que l\u2019intention soit correctement per\u00e7ue par l\u2019ensemble du personnel ;<\/li>
    • Les quick wins, qui amorcent la pompe \u00e0 bonheur pour nos \u00e9quipes ; et pour nous-m\u00eames. \u25a0<\/li><\/ul>","_et_gb_content_width":"","inline_featured_image":false,"footnotes":""},"project_category":[],"project_tag":[],"class_list":["post-27618","project","type-project","status-publish","has-post-thumbnail","hentry"],"_links":{"self":[{"href":"https:\/\/www.sagarana.fr\/en\/wp-json\/wp\/v2\/project\/27618","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sagarana.fr\/en\/wp-json\/wp\/v2\/project"}],"about":[{"href":"https:\/\/www.sagarana.fr\/en\/wp-json\/wp\/v2\/types\/project"}],"author":[{"embeddable":true,"href":"https:\/\/www.sagarana.fr\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sagarana.fr\/en\/wp-json\/wp\/v2\/comments?post=27618"}],"version-history":[{"count":9,"href":"https:\/\/www.sagarana.fr\/en\/wp-json\/wp\/v2\/project\/27618\/revisions"}],"predecessor-version":[{"id":27694,"href":"https:\/\/www.sagarana.fr\/en\/wp-json\/wp\/v2\/project\/27618\/revisions\/27694"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.sagarana.fr\/en\/wp-json\/wp\/v2\/media\/27912"}],"wp:attachment":[{"href":"https:\/\/www.sagarana.fr\/en\/wp-json\/wp\/v2\/media?parent=27618"}],"wp:term":[{"taxonomy":"project_category","embeddable":true,"href":"https:\/\/www.sagarana.fr\/en\/wp-json\/wp\/v2\/project_category?post=27618"},{"taxonomy":"project_tag","embeddable":true,"href":"https:\/\/www.sagarana.fr\/en\/wp-json\/wp\/v2\/project_tag?post=27618"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}