Philippe Rodet: "The future is benevolent management"

Pressure, short-term vision, unattainable objectives ... All practices denounced by Dr. Philippe Rodet. For this specialist in stress at work, management must evolve towards a benevolent management. A key to long-term success, both for the health of employees and the performance of companies.

Interview by Margaux Rambert

Why do you defend benevolent management?

Philippe Rodet: A benevolent management creates a higher engagement rate of the teams, a sense of justice, and above all, envy. Benevolence is a key to long-term success, both in terms of employee health and productivity. Managers can no longer be content to look for short-term results and to get there, to shout, to put pressure, to set ever higher goals. Certainly, a hard management is profitable at first: employees are afraid of the chef and produce more. But in the long run, it does not work: they will be less and less creative and will eventually get sick.

You give benevolent management courses. Benevolence can be learned?

Philippe Rodet: We often consider that manager is simple. Yet, we would not imagine calling an electrician or a plumber who has no training. In the business world, it is not a problem that people become leaders without having been trained. But, manager learns. Benevolence is often considered as something passive. I defend an active benevolence, which comes from a requirement of behavior: each one makes the effort for the other.

For you, this is a win-win game: that is to say?

Philippe Rodet: The more a person finds meaning in his work, the more autonomy he has, the more he is recognized; the more it develops positive emotions, is involved and shows creativity. Benevolence helps reduce stress, stress and absenteeism. The employee and the company are winners and the manager too: in terms of health, when we do something for others, we protect ourselves, we are happier, less stressed. This benevolence, the manager must also demonstrate to himself: no one is perfect. It will happen to him to be clumsy, even aggressive, to be wrong ... The important thing is to recognize it.

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