Restore confidence in the teams


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“To restore confidence to our employees is to show them how and why the horizon could become clearer”, a candidate for the post of manager told us almost a year ago. Unfortunately, optimism or confidence in the favorable outcome of a situation is not always systematic in humans. For cultural reasons, in particular, the media, rumors or private conversations promote critical thinking, value the ability to put probable difficulties into perspective rather than the chances of success and advocate hyper-awareness of the threat of a hypothetical failure. . The optimist in this case is often considered to be a little naive, carefree, disconnected from the world, a big child who is a little dreamy who does not have the measure of things. Yet it is also said that the optimist sees opportunity in difficulty when the pessimist sees difficulty in every opportunity. Optimism and realism are often undoubtedly dissociated wrongly and even in the professional sphere where the promotion of the awareness of the risk is sometimes a science. This posture, assessed as the most rational by some, sometimes deprives most of a way of thinking better suited to the achievement of more ambitious goals.

In most situations, without seeking to outrageously underline the reasons for rejoicing in order to better obscure those for worry, we can underline the benefits of the presence of one or more optimistic collaborators in a team such as the interest in the manager to maintain the spirit of it. Optimism is contagious. In the context of our interviews, we regularly observe that a candidate with an optimistic temperament can be more determined. Where some see a risk, these temperaments generally tend to rejoice in the intellectual stimulation brought by the complexity of a situation. Stimulated by the challenge, they tend to act most of the time focusing on the goal to be achieved. They can be extremely inventive in overcoming obstacles and in most cases remain convinced that a solution exists even if they do not find it straight away. These characteristics make them more collaborative than others and make them less reluctant to surround themselves with people who can help them.

However, in our interviews we also note that on the one hand, managers do not always seem aware of the need to preserve this potential in their employees and that on the other hand, due to a lack of recognition for himself and his contribution to the team. even an optimist can wear out. While managers cannot demand unwavering optimism from their employees, they can nevertheless cultivate this spirit, in particular by relying on the value of example to promote osmosis, for example by ensuring themselves through in their words and in their actions to adopt a more optimistic approach to projects. It is a free process that can be gradually promoted, first in limited areas, then generalized to larger projects. The optimism thus cultivated will be able to give birth to an additional agility by allowing surely, in uncertain, competitive or crisis moments, to be ready to bounce back better without letting oneself be destabilized.

Optimism can be scary, but it is by desacralizing risk-taking and encouraging employee autonomy that companies will find new levers of collective efficiency and individual satisfaction for each employee.

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