Dans une interview télévisée, Christine Lagarde parle de sa carrière devant des étudiants néerlandais. Qu’est-ce qui lui a permis de réussir ? Elle liste les points suivants :
– Travailler dur (cela va sans dire)
– Voyager, avoir une expérience internationale
– Maîtriser plusieurs langues
– Se montrer réceptif aux personnes
– Les respecter
– Prendre des risques
– Donner le plus d’amour qu’on peut
– Inspirer aux autres la confiance, plutôt que s’en méfier
– [temps de réflexion – sourire] Beaucoup de tout cela a à voir avec l’amour. Il faut le cultiver… (c’est nous qui soulignons)
Christine Lagarde n’est pas la dernière venue, c’est une femme douée d’un leadership et d’une compétence évidente. À lire les commentaires très critiques et souvent malveillants sur les réseaux, son discours paraît pourtant peu crédible. Peut-on parler d’amour quand on dirige la Banque Européenne ou quand on manage tout simplement une équipe ? « Pas nous, mais Christine Lagarde, oui » répond prudemment une journaliste des Echos. Son témoignage paraît pourtant authentique et convaincu : cela vaut la peine d’entrer dans sa perspective pour peut-être ajuster la nôtre. Prenons le comme un sujet plaisant au seuil de l’été !
Un lien entre l’amour et le leadership ?
L’idée que Christine Lagarde développe est la suivante : pas de leadership sans confiance en soi. Or la confiance se reçoit d’abord des personnes qui nous aiment : nos parents, frères, sœurs, amis, compagnes ou compagnons … Tous nous apportent cette affection dont nous avons besoin pour développer notre confiance. Une fois établie, nous pourrons travailler sur nos compétences, notre excellence. La confiance est un joyau qu’il faut alimenter pour que le reste suive. Le leader doit donc montrer sa confiance aux personnes qui l’entourent.
Les fragilités d’une telle vision
- Il est difficile de séparer l’amour de l’émotion qui lui est liée. Mettre de l’émotion dans le leadership présente un risque : il en faut suffisamment pour être humain, mais pas trop, sans quoi les situations peuvent s’enflammer et dégénérer. Quelle que soit la fonction que l’on exerce, c’est la justice que l’on recherche a minima. Or l’affection n’est pas la meilleure conseillère pour une attitude juste.
- En situation critique, il est dangereux d’utiliser le critère de l’amour pour prendre une décision : il peut altérer notre jugement.
- Le leader présente deux faces : il encourage la dynamique des équipes, mais il défend également le Bien Commun, parfois même contre ceux qui lui sont le plus proches. C’est une épreuve que de devoir se positionner contre des personnes que l’on aime, que l’on estime, pour – en conscience – défendre un Bien Commun. Limite de l’amitié interpersonnelle, préférence pour le service du Bien Commun.
Trois points forts
- Contre une vision technocratique du leadership, Christine Lagarde apporte un vent de fraîcheur. On comprend en l’écoutant, que le leader, homme ou femme, est un être humain qui vit avec son équipe des projets professionnels exigeants, qui montre de la liberté dans ses relations et qui -pourquoi pas- les aime au quotidien. Cette relation vivante est tout simplement humaine et l’on peut considérer d’une façon raisonnable que dans 90% de son temps de travail, le leader peut rester dans cette dynamique généreuse : une amitié fondée sur la reconnaissance et l’estime, plutôt qu’un amour passion hors sujet dans un cadre professionnel. Certaines cultures professionnelles peuvent s’y prêter, pas toutes.
- Parler d’amour et de confiance dans la relation de travail, c’est affirmer que le monde professionnel n’est pas un univers clos sur la technique et les résultats, mais ouvert sur toutes les dimensions de notre humanité. On juge que l’amour se situe généralement à la périphérie du professionnel, qu’il relève de notre vie privée, et l’on met une barrière étanche entre les deux pour préserver son intimité. Mais le leadership et le management ont besoin de relations vraies qui sortent du calcul et des attitudes professionnelles stéréotypées. « J’aime mes gars » me disait un responsable d’équipe sans paternalisme, et cette formule exprimait davantage un engagement passionné au service des autres, plutôt qu’un sentiment déplacé.
- La bienveillance -un mot pas toujours apprécié dans le monde de l’entreprise- n’est-elle pas précisément une fenêtre ouverte sur l’amitié possible dans un cadre professionnel ? En effet, être bienveillant, c’est refuser la suspicion et sortir de la neutralité relationnelle, pour entrer dans une relation positive de confiance. Ce n’est pas pour rien qu’Aristote définit l’amitié comme une bienveillance réciproque, et Kant comme une confiance partagée. Une amitié fondée sur la confiance réciproque est le sommet d’une relation professionnelle. Quand Christine Lagarde parle d’amour dans le leadership, il me semble qu’il faut comprendre une générosité bienveillante et révélatrice des autres, ce qui est la marque d’un leadership profondément humain et libre.
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