{"id":32258,"date":"2023-02-23T12:56:15","date_gmt":"2023-02-23T17:56:15","guid":{"rendered":"https:\/\/humance.ca\/?p=32258"},"modified":"2023-02-24T12:37:46","modified_gmt":"2023-02-24T17:37:46","slug":"comment-augmenter-votre-credibilite","status":"publish","type":"post","link":"https:\/\/humance.ca\/fr\/blog\/comment-augmenter-votre-credibilite\/","title":{"rendered":"Comment augmenter votre cr\u00e9dibilit\u00e9"},"content":{"rendered":"\t\t
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La cr\u00e9dibilit\u00e9<\/span> manag\u00e9riale est un concept populaire, mais qui ne b\u00e9n\u00e9ficie pas d\u2019un consensus quant \u00e0 sa d\u00e9finition et \u00e0 <\/span>la fa\u00e7on de la <\/span>mesure<\/span>r<\/span> (Williams <\/span>et<\/span> al., 2022). <\/span>Souvent associ\u00e9e <\/span>\u00e0<\/span> la <\/span>notion de <\/span>confiance,<\/span> <\/span>la cr\u00e9dibilit\u00e9 manag\u00e9riale est un enjeu pour <\/span>plusieurs<\/span> gestionnaires qui cherchent \u00e0 attirer les talents et<\/span>,<\/span> surtout<\/span>,<\/span> <\/strong>\u00e0 assurer la r\u00e9tention du personnel<\/strong>.<\/span>\u00a0<\/span><\/span>\u00a0<\/span><\/p>

Nombre de gestionnaires que nous rencontrons dans notre pratique d\u2019\u00e9valuation se pr\u00e9occupent de leur cr\u00e9dibilit\u00e9 et souhaitent la d\u00e9velopper. La transition vers un r\u00f4le de gestion, la modification de son statut au sein d\u2019une \u00e9quipe de travail ou la maturit\u00e9 variable des \u00e9quipes sont autant de situations qui peuvent remettre en question sa capacit\u00e9 \u00e0 susciter la confiance et \u00e0 mener efficacement le changement.<\/span>\u00a0<\/span><\/p>

Souvent compar\u00e9e \u00e0 un compte bancaire qui doit \u00eatre constamment approvisionn\u00e9, la confiance n\u00e9cessite constance et discipline pour s\u2019accro\u00eetre. <\/span>Dans le contexte actuel,<\/span><\/b> il est essentiel d\u2019offrir aux gestionnaires les moyens de d\u00e9velopper les comp\u00e9tences qui en feront des individus cr\u00e9dibles et aptes \u00e0 mener positivement le changement.\u00a0<\/span><\/b>\u00a0<\/span><\/p>

Voici donc un aper\u00e7u de comp\u00e9tences* essentielles \u00e0 acqu\u00e9rir pour augmenter son\u202f\u00ab\u202fcapital confiance\u202f\u00bb\u202f:<\/span>\u00a0<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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1<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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La gestion de soi\u202f:<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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1<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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L<\/span>es comp\u00e9tences li\u00e9es \u00e0 la gestion de soi constituent le fond<\/span>ement<\/span> de votre <\/span>cr\u00e9dibilit\u00e9<\/span>;<\/span> il est donc important de les prioriser dans votre d\u00e9veloppement. <\/span>Porte<\/span>z<\/span> un regard critique sur votre capacit\u00e9 \u00e0 bien g\u00e9rer v<\/span>otre<\/span> stress<\/span> et vos \u00e9motions<\/span>, votre <\/span>disposition<\/span> \u00e0 <\/span>d\u00e9montrer un int\u00e9r\u00eat <\/span>r\u00e9el pour les<\/span> motivations et <\/span>les <\/span>int\u00e9r\u00eats de vos collaborateurs<\/span> et collaboratrices<\/span>,<\/span> votre flexibilit\u00e9 ou <\/span>encore <\/span>votre <\/span>aptitude<\/span> \u00e0 vous adapter<\/span>. <\/span>La <\/span>ma<\/span>\u00ee<\/span>trise<\/span> de<\/span> la gestion de soi<\/span> d\u00e9montre une plus grande <\/span>stabilit\u00e9 <\/span>et assure une ouverture en continu des canaux de communications<\/span> avec <\/span>son entourage professionnel<\/span>. <\/span>Un<\/span> ou une<\/span> leader qui sait garder son sang<\/span>–<\/span>froid tout en se montrant sensible \u00e0 son environnement <\/span>inspirera confiance dans son environnement<\/span>.<\/span><\/span> <\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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2<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Capacit\u00e9 \u00e0 d\u00e9cider et courage d\u2019agir\u202f:<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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2<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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L<\/span>es conversations <\/span>d\u00e9licates<\/span> font partie int\u00e9grante d<\/span>es d\u00e9fis <\/span>de la<\/span> gestion. <\/span>L<\/span>\u2019<\/span>a<\/span>ffirm<\/span>ation<\/span> de <\/span>son droit de gestion, <\/span>le <\/span>risque de d\u00e9plaire ou <\/span>la crainte <\/span>des<\/span> r\u00e9actions d<\/span>u personnel<\/span> peuvent <\/span>affecter<\/span> la capacit\u00e9 <\/span>d\u2019intervention <\/span>des gestionnaires<\/span> malgr\u00e9 les risques encourus.<\/span> Faire preuve de<\/span> courage<\/span>, c\u2019est <\/span>agir <\/span>promptement<\/span> et avec<\/span> authenticit\u00e9 <\/span>pour le<\/span> bien de l\u2019organisation,<\/span> c\u2019est<\/span><\/span> assumer ses responsabilit\u00e9s et les cons\u00e9quences de ses actes<\/span>,<\/span> et <\/span>c\u2019est <\/span>avoir \u00e0 c\u0153ur<\/span> le d\u00e9veloppement <\/span>et <\/span>le bien-\u00eatre <\/span>d<\/span>u personnel<\/span><\/span>.<\/span><\/span>\u00a0<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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3<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Respect des engagements\u202f:<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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3<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Annoncer clairement ses prochaines actions<\/span>,<\/span> les r\u00e9aliser<\/span> et tenir ses promesses <\/span>peut para\u00eetre simple. Cependant, il s\u2019agit d\u2019un d\u00e9fi important pour les gestionnaire<\/span>s<\/span> nouvellement en poste <\/span>qui doivent <\/span>transiter d\u2019<\/span>une vision de la r\u00e9ussite bas\u00e9e sur <\/span>leur productivit\u00e9 personnelle <\/span>\u00e0 <\/span>une <\/span>performance<\/span> repos<\/span>ant<\/span> sur <\/span>l<\/span>a capacit\u00e9 \u00e0 <\/span>soutenir le<\/span> personnel<\/span> dans la<\/span> r\u00e9alis<\/span>ation de<\/span> leurs t\u00e2ches <\/span>de fa\u00e7on efficace et <\/span>sans trop de difficult\u00e9s.<\/span> Privil\u00e9gier la qualit\u00e9 plut\u00f4t que la quantit\u00e9 peut \u00eatre un <\/span>moyen<\/span> utile<\/span> de travailler sa capacit\u00e9 \u00e0 communiquer <\/span>clairement<\/span> ses engagements et <\/span>\u00e0 <\/span>les mener \u00e0 terme.<\/span>\u00a0<\/span><\/span>\u00a0<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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4<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Qualit\u00e9 des d\u00e9cisions\u202f:<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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4<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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\u00catre gestionnaire, c\u2019est prendre un grand nombre de d\u00e9cisions, parfois sans d\u00e9tenir toute l\u2019information. Comment s\u2019assurer alors de leur qualit\u00e9? Une bonne d\u00e9cision d\u00e9coule d\u2019abord d\u2019une analyse des circonstances, ensuite d\u2019une compr\u00e9hension du contexte et des objectifs de l\u2019organisation et enfin d\u2019une \u00e9valuation des cons\u00e9quences possibles. Prendre du recul, ralentir pour accomplir ce travail de r\u00e9flexion est un enjeu pour plusieurs gestionnaires qui craignent de projeter une image de passivit\u00e9. La consultation et le recours aux expertises d\u2019autrui est une preuve d\u2019humilit\u00e9 et de rigueur et non une demande de validation.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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5<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Circulation de l\u2019information\u202f:<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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5<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Les organisations sont confront\u00e9es \u00e0 un \u00e9norme flot d\u2019informations en continu. Les gestionnaires qui re\u00e7oivent l\u2019information descendante doivent la trier afin de transmettre \u00e0 leurs \u00e9quipes celle qui facilite le travail. Faire circuler l\u2019information, c\u2019est aussi permettre au personnel de se constituer un r\u00e9seau professionnel, de cr\u00e9er des synergies, de d\u00e9couvrir les possibilit\u00e9s qui s\u2019offrent \u00e0 lui dans l\u2019organisation et de se sentir consult\u00e9 et respect\u00e9. Une bonne circulation de l\u2019information, c\u2019est transmettre les informations importantes de la bonne fa\u00e7on et avoir un impact sur le sentiment d\u2019appartenance, la reconnaissance et l\u2019engagement du personnel. La circulation de l\u2019information permet aussi de r\u00e9duire les zones floues, d\u2019augmenter l\u2019efficacit\u00e9 et de donner du sens au travail.<\/span>\u00a0<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Les organisations nous demandent souvent d\u2019accompagner leurs ressources afin d\u2019assurer le succ\u00e8s de leur transition et leur d\u00e9veloppement. Notre accompagnement par l\u2019\u00e9valuation de potentiel permet d\u2019identifier clairement et de fa\u00e7on objective les comp\u00e9tences ma\u00eetris\u00e9es et celles qui sont \u00e0 d\u00e9velopper. L\u2019\u00e9valuation 360 est un autre outil int\u00e9ressant pour obtenir une r\u00e9troaction directe ax\u00e9e sur le contexte sp\u00e9cifique du milieu de travail\u202f: elle procure une grande quantit\u00e9 d\u2019informations sur la confiance accord\u00e9e \u00e0 un ou une gestionnaire. L\u2019accompagnement post\u00e9valuation vise quant \u00e0 lui une application agile des changements. Notre objectif est d\u2019aider les gestionnaires \u00e0 se d\u00e9velopper, mais surtout \u00e0 comprendre comment le faire au moyen des bons leviers de d\u00e9veloppement.\u00a0<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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* Comp\u00e9tences tir\u00e9es du R\u00e9f\u00e9rentiel de comp\u00e9tences Humance\u00a9<\/span><\/i>\u00a0<\/span><\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

La cr\u00e9dibilit\u00e9 manag\u00e9riale est un concept populaire, mais qui ne b\u00e9n\u00e9ficie pas d\u2019un consensus quant \u00e0 sa d\u00e9finition et \u00e0 la fa\u00e7on de la mesurer (Williams et al., 2022). Souvent…
Continuer la lecture<\/a><\/p>\n","protected":false},"author":25,"featured_media":32306,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[48],"tags":[],"class_list":["post-32258","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-articles-fr"],"acf":[],"yoast_head":"\nComment augmenter votre cr\u00e9dibilit\u00e9 | Humance<\/title>\n<meta name=\"description\" content=\"La cr\u00e9dibilit\u00e9 manag\u00e9riale est un concept populaire, mais qui ne b\u00e9n\u00e9ficie pas d\u2019un consensus quant \u00e0 sa d\u00e9finition et \u00e0 la fa\u00e7on de la mesurer (Williams\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/humance.ca\/fr\/blog\/comment-augmenter-votre-credibilite\/\" \/>\n<meta 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