Context : Loss of self-confidence, persistent and invading doubt (for the collaborator and the team)
Objectives : Rediscover a productive relational regulation (motivation of the collaborator, harmony of the team)
Target : A manager, a collaborator, the HR concerned
Framework : Intervention (2 to 3 individual interviews, max)
- direct with the manager
- indirect, vis-à-vis the employee
Benefits : Encourage a new perception of the situation;
Increase the level of cooperation;
Prevention of psychosocial risks.
How ?
Package 1.2.3
1 • Identification of the interactional process between the actors concerned;
2 • Reframing and strategic tasks aimed at constructing a new perception of the situation;
3 • Consolidation of learning with the manager.
Case study: "I can't do it anymore"
(performance anxiety)
-> To view the case in power point click HERE
A collaborator in difficulty
A manager very close to one of his collaborators, with very high potential and generally crowned with success, observes with him a turnaround in performance. Following a crisis in the business sector, this employee no longer brings in the same rate of business as before and finds himself very affected.
An employee faced with his fears
The employee constantly communicates to his manager his fears about the future, his feeling of incapacity, his fears that things will never go as before, and the inevitable prospect of his dismissal.
A reassuring manager
The manager thinks that his role is to reassure his collaborator of his fears.
Consequently, he spends his time telling him that everything is fine, that the crisis is over and that there is no risk for him, that he will not be fired, that he will have time...
However, the more the manager tries to help him in this way, the more the salesperson has doubts about his own abilities.
A double dialogue
On the one hand, we say to the salesperson: “Everything is fine”, “It doesn't matter”, “Things will evolve naturally”, “You, we'll keep you”.
On the other hand, the whole team is aware of the problem since it is necessary to help it, to include it in the commercial approaches, the brochures and the strategies of the others.
So everything is fine but everything is bad. What is put in place to reassure the employee produces a double dialogue.
Our intervention
A strategy is built with the manager.
First movement:
Block ineffective habits to reassure the employee:
1°) no longer include him in other teams
2°) no longer seek to reassure him
We only reassure people who are afraid: either we induce (and confirm) that he does not see that things have improved, or he confirms that it is legitimate to be afraid.
Weak time
Second movement:
Refocus the person on the management of weak times.
“You don't win a competition, a fight, an event by being the best all the time.
We win an event by avoiding losing on weak times. “ At the moment, it's a low time, we're going to focus on building relationships, simple, basic things, avoiding (trying to) bring in business.
Too much work in short time = Unmanageable
Reporting business in short time means taking the risk of not being able to manage and achieve it (and therefore disappointing the client and the manager);
it is therefore for him to learn to manage the weak times. The gardener uses low times to repair his tools, to imagine new plantations;
he will need all his strength afterwards for harvest time.
The result
As the collaborator is always in comparison and always following this double opposite injunction, he must focus on very simple, small and basic things.
He goes prospecting without having the pressure of having to bring back business, he communicates differently with his clients insofar as he no longer has this pressure.
Gradually he begins to bring business to business.
