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L’essence du leadership

Le leadership est l'art de faire réaliser le travail par d'autres personnes

- Daniel Goldman

Le caractère détermine la crédibilité, et la crédibilité forme le socle du leadership.

- Fal Diabaté
Le leadership est un sujet intemporel qui reste toujours d'actualité. Depuis l'aube de l'humanité, il a toujours été nécessaire que les leaders établissent l'ordre et favorisent le progrès. D'innombrables livres, articles et blogs ont été rédigés sur le sujet du leadership, couvrant des définitions, des théories, des styles, des responsabilités, des études de cas pratiques et des biographies de leaders renommés. L'attention constante portée au leadership témoigne de son rôle crucial dans l'avancement de l'expérience humaine sur notre planète.
Cependant, il existe une crise de leadership dans divers domaines tels que les affaires, la politique, la religion et le gouvernement, découlant de la trahison de la confiance par ceux qui occupent des postes d'autorités. Dans notre culture, de nombreuses personnes ont été injustement qualifiées de leaders uniquement en fonction de leurs rangs et titres, ce qui a conduit à l'ascension de personnes moins méritantes à des postes de leadership critiques. Comme le soulignent Frances Hesselbein et Paul M. Cohen dans leur livre 'Leader to Leader', James Kouzes, alors président du Tom Peters Group Learning Systems, déclare avec justesse : « Le leadership n'est pas un poste ; c'est un processus. » Je suis entièrement d'accord avec cette déclaration ; le leadership est un processus pour que les personnes réussissent.
Au cœur du leadership se trouve une personne, un individu qui influence profondément les pensées, les sentiments et les comportements d'un grand nombre de personnes vers un objectif commun. Dans ce contexte, l'objectif représente la raison d'être de l'organisation dirigée. Un leader efficace est avant tout une personne de caractère inébranlable ; quelqu'un de capable, authentique, possédant une immense crédibilité et exerçant un jugement éclairé. Les adeptes et les individus s'alignent avec le leader avant de le faire avec la culture, la vision ou les déclarations de valeur de l'organisation. La confiance et le respect sont des attributs du leadership qui inspirent naturellement le suivi. Bill George l'exprime avec élégance dans son livre 'True North' ; il dit : « Tout comme une boussole pointe vers le pôle magnétique, votre “True North” vous attire vers le but de votre leadership. Lorsque vous suivez votre boussole interne, votre leadership sera authentique, et les gens voudront naturellement s'associer à vous. »
Le leader efficace est axé sur la mission ou le dessein, fondé sur des valeurs et orienté vers les résultats. Une entreprise existe pour une mission et un dessein, et la priorité absolue pour le leader efficace est de préserver la mission et le dessein de l'organisation. Remarquez que je n'ai pas mentionné en premier lieu les revenus ou les bénéfices, car bien que les indicateurs financiers soient importants, ils restent secondaires par rapport à la mission et au dessein de l'entreprise. Les indicateurs financiers sont le résultat des succèses du leader dans la réalisation de la mission ou du dessein de l'organisation.
Cela est généralement atteint grâce à cinq activités importantes : (1) Gérer la mission de l'organisation en alignant tout le monde dans la même direction, (2) Favoriser l'innovation en créant une culture qui libère le plein potentiel de chaque individu, (3) S'engager en faveur de la diversité en construisant intentionnellement une organisation avec des opinions, des origines et des types de personnalité divers, (4) Identifier et résoudre les problèmes critiques qui sont alignés avec la mission de l'entreprise, et (5) Laisser un héritage de croissance et de reproduction en créant des sentiers important à suivre par la postérité. En tant que leader, où en êtes-vous dans la réalisation de ces cinq activités?
Il existe de nombreux types de leadership, y compris le leadership transformationnel, transactionnel, serviteur, autoritaire, etc. Lors d'une formation en leadership exécutif à la Anderson School of Business de Université de Californie à Los Angeles (UCLA), j'ai été impressionné par le Professeur Robin Denise Johnson, qui a classé les types de leadership en types de danses. Dans son livre "The Dance of Leadership", le Professeur Johnson lie métaphoriquement l'art et la discipline de la danse à ceux du leadership. "Le leadership est une relation entre les suiveurs et les leaders, tout comme une danse rythmique", a-t-elle déclaré. Elle a classé les styles de leadership personnels en cinq rythmes de danse comme développés par l'artiste interprète, danseuse et enseignante Gabrielle Roth : (1) fluide, (2) staccato, (3) chaos, (4) lyrique et (5) immobilité. En écoutant ou en se déplaçant sur le rythme qui résonne en nous, nous déterminons notre type de leadership. Voici comment le Professeur Johnson définit ces cinq rythmes:
Le rythme fluide a un "mouvement fluide, circulaire et continu" comme un serpent ondulant ou une rivière se dirigeant vers son but. Musicalement, c'est comme le tango argentin. "Métaphoriquement, être fluide, c'est connaître son moi profond et se déplacer d'un endroit à un autre - ancré dans ses valeurs. Les leaders de style fluide veillent à éviter de bloquer le flux (ils ne bloquent pas l’energy de ceux qui les suivent), sachant que la puissance nécessaire pour arrêter le mouvement est beaucoup plus grande que celle nécessaire pour le canaliser dans les directions souhaitées. Des exemples de tels leaders comprennent Michael Jordan et Mère Teresa." Les livres sur le leadership fluide comprennent "Flow: The Psychology of Optimal Experience" de Mihaly Csikszentmihalyi, "The Magic of Conflict" de Thomas Crum, ou "The Tao of Leadership" de John Heider.
Le rythme du chaos "résonne avec une personne qui est à l'aise avec l'ambiguïté, et les problèmes qui semblent (le mot clé est ‘semble’) être hors de contrôle. Musicalement, c'est comme la danse des tambours africains ou le taqsim arabe. Les leaders de style chaos savent qu'ils n'ont pas un contrôle total, mais à un niveau profond, ils croient au potentiel humain, en son but, et ils ont une confiance profonde dans l'Univers (Dieu, Esprit divin, principes divins)". Des exemples de tels leaders comprennent Albert Einstein, Bayard Rustin, et Bill Clinton. Les livres sur le leadership de style chaos comprennent "Leadership and the New Science" de Margaret Wheatley, et "Thriving in Chaos" de Tom Peters.
Le rythme de l'immobilité est essentiellement le silence. "L'énergie de l'immobilité est concentrée sur la danse intérieure où chaque mouvement surgit de l’âme. Métaphoriquement, l'immobilité est une profonde compréhension des oppositions; de la lumière et de l'ombre, de la tête et du cœur ; tous les opposés en réalité sont contenus dans l'unité. Les leaders de style immobile savent comment utiliser le silence, comment écouter à la fois les voix intérieures et extérieures, comment modéliser le comportement qu'ils veulent que les autres émulent. Ils sont efficaces dans les situations qui nécessitent un changement de valeurs ou de croyances. Des exemples de tels leaders comprennent Rosa Parks, le Dalaï Lama et Cesar Chavez. Les livres sur le leadership de l'immobilité comprennent "The Tao of Personal Leadership" de Diane Dreher et "Loving What Is" de Byron Katie.
Le rythme lyrique est aérien et peut être associé à "l'élégance du ballet. L'image lyrique est celle d'un canard flottant sereinement à la surface de l'eau, avec ses pieds bougent extrêmement vite en dessous, tandis que son corps flotte en douceur. Métaphoriquement, le rythme lyrique représente comment les choses ne sont pas tout à fait ce qu'elles semblent être. " Les leaders de style lyrique dirigent en arrière-plan et exercent leurs influences en coulisses. "Des exemples de leaders dans ce style incluent la princesse Diana et Sargent Shriver." Les livres sur le leadership lyrique incluent "Invisible Work: The Disappearing of Relational Practice at Work" de Joyce Fletcher, et "Emotional Intelligence" de Daniel Goleman
Le rythme staccato est "court, percutant, des arrêts et des départs, des bouffées d'énergie se déplaçant dans différentes directions. C'est comme une danse de flamenco. Métaphoriquement, le staccato consiste à entrer en contact avec votre énergie, votre passion, et à les projeter sur les autres. Les leaders de style staccato affirment, dirigent, coercent et disent aux autres ce qu'il faut faire. Ils enfreignent les règles, prennent des risques, remettent en question le statu quo. Ils aiment le commandement et le contrôle. En bref, ils agissent. Des exemples de tels leaders comprennent Jack Welch, Elon Musk, Madame CJ Walker." Les livres sur le leadership de style staccato comprennent 'Straight from the Gut' de Jack Welch et 'L'Art de la guerre' de Sun Tzu.
Peu importe le style, les leaders du XXIe siècle doivent être suffisamment assurés pour partager le pouvoir. David Hubbard, ancien président du Fuller Theological Seminary, a dit avec élégance: "Le but principal du pouvoir n'est pas de l'utiliser, mais de le partager." Si un leader est confiant et sûr de lui-même, il créera ou favorisera une culture d'intégrité, d'engagement et de responsabilité. Par conséquent, il n'y aura pas besoin de contrôle ; la participation active suivra naturellement, et la probabilité de réussite de l'organisation augmentera.
Malgré de nombreux livres, blogs et séances de formation sur le leadership, il existe un besoin énorme de leaders authentiques et efficaces. Ce paradoxe peut s'expliquer par le fait que le leadership est à la fois un art et fondamentalement une affaire de relations humaines. Tout commence par le caractère, la personnalité et l'intégrité d'une personne. Peu importe le style, pour qu'un individu mérite l'étiquette de leader, il doit gérer la mission de l'organisation, favoriser l'innovation, s'engager en faveur de la diversité, identifier et résoudre les problèmes critiques, et laisser un héritage de croissance et de reproduction.
Jusqu'à notre prochaine rencontre, continuez à diriger.
Fal Diabaté
Managing Partner, Barra Advisory Group

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