10 Idées pour un meilleur Leadership

Malheureusement, je ne peux pas citer la source !  Cela fait trop longtemps que j’ai traduit ce texte pour des collègues !

Voilà !

INSTEAD OF COVERING YOUR ASS, PUT YOUR ASS ON LINE

Nobody ever advanced their career by covering their ass, and nobody ever got ahead without taking risks. No pain, no gain. Simple as that.

Mieux vaut s’affirmer publiquement que de faire partie de la majorité silencieuse.

DON’T RIP OFF IDEAS — RIFF ON THEM

Instead of co-opting or outright stealing a coworker’s or employee’s idea, do what bloggers do: We’re always riffing on each other’s posts. Everybody benefits and some of the offshoots are better than the original.

Riffing: S’en servir plusieurs fois pour aller plus loin… Donc, ne pas détruire les idées mais les enrichir…

TELL IT STRAIGHT; DON’T SUGARCOAT OR BREATHE YOUR OWN FUMES

That’s right, grow some cojones, be honest about what’s going on, and accept nothing less from others. Being a yes-man or surrounding yourself with them spells disaster for you and your organization.

Avoir des propos francs sans dorer la pilule ou patiner !

INSTEAD OF PROTECTING YOUR TURF, OPEN UP THE PLAYING FIELD

The more you try to protect your domain, the faster you’ll lose it. Also, turf wars quickly deteriorate into dysfunctional silo behavior and bunker mentality. It’s all bad. Besides, influence without authority or control is the true test of leadership.

Partager est plus gagnant que d’entretenir des chasses-gardées…

DON’T BITCH ABOUT THE BOSS; COMPLEMENT HIS WEAKNESSES

Workers are constantly whining about their boss without realizing the harm it does to themselves. If you want to do your career some good, learn to identify and minimize your boss’s and coworkers’ issues. That’s what good leaders and effective managers do.

À qui sert de se plaindre d’un patron ?  Mieux vaut travailler en collégialité !

ATTACK THE PROBLEM, NOT THE PERSON

People are always complaining that conflict stresses them out. When it’s directed at a person, it is bad news. But when it’s directed at solving a real customer or product problem, that’s another story. Workplace conflict is beneficial, as long as it isn’t personal.

S’attarder aux vrais enjeux et non aux personnes !

DON’T PLACE BLAME; TAKE RESPONSIBILITY

Pointing fingers just creates tension or inflames already tense situations. By identifying and taking responsibility for issues, you bring them to light sooner and get them resolved faster — and you will be recognized for your effort.

Assumer ses responsabilités plutôt que de blâmer les autres !

INSTEAD OF MAKING WAVES, MAKE DECISIONS

Dysfunctional managers love to disrupt things and create turmoil. In reality, they’re only disrupting their own already-tenuous jobs. Instead of making waves, dive in, analyze the problem, and propose a solution.

Être pragmatiques (Prendre des décisions) plutôt que de déplacer de l’air…

TO BREAK ANALYSIS PARALYSIS, TAKE A CHILL PILL

One or two chronic debaters can effectively stall any kind of decision-making. I’ve seen entire organizations brought down by this insidious behavior. Instead of beating a dead horse, chill out, then meet back and actually make and document a decision. You can always change it later, but not if you never make the call.

Prendre des décisions la tête froide et avec recul.

REPLACE STRATEGY DU JOUR WITH STRATEGIC PLANNING

The opposite problem of analysis paralysis is overreacting to a single data point and declaring a new direction, oftentimes without key stakeholders present. An effective strategic planning process will take care of that.

Éviter de généraliser à partir d’un seul point de vue. Prendre des décisions avec une vue d’ensemble, globale (dans l’intérêt du milieu)