Claude de Scorraille recalls that COVID 19 is still ongoing even if the threat of not being able to be taken care of in hospital is decreasing.

We have the choice where possible to:

• Return to work site
• Whether or not to send the children to school...

Nevertheless, constraints remain, there is a lot of insecurity concerning the risk linked to insecurity, illness, but also the risk of unemployment.

Dr. Milton Erickson explains that a therapist does not change anything, but creates circumstances in which patients can act spontaneously…and change…

Can we translate these ideas into the business world?

Promote these as a “managerial philosophy”? Why go in this direction?

Privately, we have seen the importance of seeing loved ones “physically”…

In the professional sphere the effect has been significantly different: by learning to work differently, from home, for the most part.
Managers and employees have learned to adjust.

- Convenient time-taking for warm interactions,
- Decentering in relation to performance, the urgency of controlling efficiency and performance

This could have had the following consequences:

• A better work experience,
• Increased solidarity
• More efficiency

The major complaint heard in some companies is a feeling of loneliness…

The feeling of lack, sadness or even despair despite being in a relationship for some...

We can feel alone, professionally, even in conditions of social presence, family interactions... when our usual models are disturbed, for example if we:

• Likes to be with others, to talk, to run, to act... both in friendly, professional and private settings... this then creates a lack
• Observe in your interactions with others that you are misunderstood, excluded, judged different...

This applies to anyone, whether manager, employee, customer, parent, child, etc.

The suffering felt is all the more painful if one is not "at ease with oneself", which can then lead to relational distress and cause a downgrading of the image, of one's self-confidence. self…

To guard against this, it is essential to succeed in doing one's job. If we build something, we feel important, it gives us value.

Sometimes this can explain the "driving forces" that will lead to lowering the other or oneself or to sabotaging a "task".

If this need to reinforce its importance takes precedence, it will have the consequence of degrading our relationships with others. These difficulties can affect anyone regardless of their status.

All human beings, in good health, can thus experience various states and feelings such as criticism, doubt, etc.

Claude de Scorraille mentions, as an example, the difficulty that certain leaders received within LACT have in expressing, revealing, recognizing the difficulties.

This is a source of additional concern and leads to the paradoxical effect of being more sensitive to it. It also leads to behaviors that avoid relationships when they are perceived as too threatening…

At the beginning of the 20th ^century , at the height of the “Taylor scientific model”, what employees dreamed of was to have more autonomy.

Contrary to this example, today's employees want to have more interaction with their hierarchy. This is all the more marked when faced with making a “good decision” with “zero risk”.

Summarizing the situation:

• The professional context is different from that before confinement: it is marked by the insecurity triggered by COVID 19,
• We need to learn to live with COVID 19 and overcome insecurity by asking others for help.
• Thanks to others, we can then minimize risks and guarantee our ability to overcome challenges and be innovative.

We must remember that to be helped is not to be weak. “To be helped is to be Human” .

Claude de Scorraille reminds us of this remark by Mencius , a Chinese Confucian thinker, quoted by the philosopher, François Jullien "Any man who sees a child ready to fall into a well will make a gesture to hold him back without wondering if he will find a interest or if the parents of this child will be grateful to him… Any man who does not do this is not “Man”.

This brings us back to our current situation.

It presents a great opportunity for leaders and managers who dare to set up a relational framework conducive to individual and collective intelligence.

The challenge is to “vitalize” everyone's professional commitment in a different way and this is how we will be able to face the challenges of this situation.

One way to establish a positive professional climate is to ensure everyone's “well-being” and to develop Resilience .

Resilience failures of our actions, to be motivated by our challenges, to be able to face the trials of life.

To achieve this, the "authority figures" of a "hierarchical line" in a company can take the initiative of another form of interaction with their collaborators by behaving as "social people" and not as "individualistic people". », by embodying it, by giving the example…

The simple principle consists in Daring to listen to the Other, which means going towards the other, listening to him speak.

Daring to approach the other is the basis of "Relational Performance", which implies being curious about their concerns, discovering what they need...

Show oneself “present to the other” and therefore that “the other feels it”

Take the example of the seasoned mountain guide we hired.

It can happen to face a dangerous situation… What will increase our chances is when the guide takes the time necessary to listen to each member of the rope. It may then be that the solution emerges thanks to a “novice”…

By taking this angle of relational rationality, this means that one will put one's intelligence at the service of all and not at the service of the interests of each one taken in isolation.

The Containment has made it possible to highlight the benefits of "relational performance", this way of forging a bond.

This means implementing a transformation of a systemic nature to simultaneously evolve our behaviors, our emotions, our conceptions of how we invest our roles...

A Solidarity will then be able to emerge with more human relationships freeing us from the "prison" of our own points of view...

In conclusion, Relational Performance will modify many points by:

• breaking the loneliness,
• stimulating creativity,
• friendliness,
• Commitment to action
• audacity,

And, consequently, to bring us new resources allowing us to evolve, to consolidate…

Words transcribed by Pierre Deleaune.