Build confidence to build adaptability? … .The lever of positive feedback. - Aurélie Durand

« The corporate world is on the move; we are experiencing a change in the relational and hierarchical framework. Authority is gained through competence and exemplarity, no longer through status or seniority. Power is redistributed, information shared, resulting in transparency, autonomy and flexibility » (USIDE, E3).

These changes are desired by employees: Thus, ¾ of them would prefer more autonomy to more supervision, according to the « Let's Talk Work » study conducted online by the CFDT with 200,000 people.

And our studies on the Quality of Life at Work carried out at USIDE confirm this demand for more cooperation, more benevolence and recognition (beyond financial recognition).


Self-trust to improve your adaptability

Adapting to these changes, developing your autonomy, daring agility and « Test & Learn » in order to progress requires self-confidence.

As Eric Albert reminds us in his article « To Trust » which appeared in Les Echos, « To be able to trust others, you have to trust yourself. Develop your self-esteem ».

The development of self-esteem involves, among other things, recognition as mentioned in the article « The Neuroscience of Trust » by HBR. Indeed, Neuroscience has demonstrated the effect on self-confidence of immediate, factualized, spontaneous, individualized and shared recognition.

This recognition brings a positive subjective experience to the relationship and promotes self-realization where one tends to express the best of oneself. It therefore helps to nurture self-esteem, to make people want to continue, to progress, to get involved.

By repercussion it allows the individual to put himself in a dynamic of movement, where he was stopped, frozen and thus to develop his autonomy.


The « Bravo » and positive emotions to nourish confidence in oneself and in others

What can the company do to empower individuals to build confidence in themselves and among themselves? And thus allow them, by establishing the framework of trust, to flourish, to develop their adaptability to dare to do differently and gain in adaptability, to become « intrapreneurs »?

Encourage and promote the « Bravo » practice, meaning the recognition of the contribution to the overall added value!

As much as this practice can be observed between peers, it is less observed in the managerial line. In my coaching practice, I regularly hear certain managers answer me « But if I say Bravo, my employee will take it for granted and no longer seek to do better ». This belief is understandable with regard to our educational system based on the effort from which we came, but it should be put into perspective with regard to the contributions of Positive Psychology (1).

Indeed, Positive Psychology teaches us that generating positive emotions, highlighting strengths allows the individual to enrich his confidence capital. And this highlighting can be done by peers, N-1s, N + 1s, but also by oneself by identifying and qualifying their satisfactions in order to become an actor in their development.


Positive feedback in practice: substantiated and sincere

When I talk about « Bravo », I am not speaking about a « Bravo Hollow », but a « Compliment » which illustrates the interest and respect that everyone has for others, for their development, by observing professional behaviors  and by complimenting those who illustrate the unique strengths of the individual in the service of the performance of the collective.

We are all different, and each of us have behavioral abilities within us which, implemented in the right context, and at the right level, generate value.

« Compliment » which, being sufficiently backed up by facts, contextualized and put into perspective, allows the other to recognize and understand their strengths (and on the other hand their limits), and thus to be able to use them wisely.

« Compliment » which, to be accepted and taken into account, must be sincere and therefore underpined, but also prepared in its form, its expression.

To achieve this positive feedback, it is important to know how to identify these behaviors in order to highlight them, then to know how to explain them, put them into perspective in the past and the future and finally to dare to face the reaction of the other upon receipt of this feedback.

Ultimately it's about learning to do differently from what you usually do, just say « well done », or ... nothing.

As with any learning, at the beginning it requires thinking about it, being vigilant, but after a few « hours of driving » you won't think about it anymore, it will have become an integrated practice, an automatic behavior.

So where do you start? By the simplest! Practice positive feedback in your relational circle of trust and engage each other in making it happen, it's always easier to learn together ... and it strengthens cooperation.


What will you learn from giving positive feedback?

By learning to formulate positive feedback, you learn and gain confidence in your ability to formulate underpined feedback which can be « compliment » or « encouragement », you strengthen your confidence, others’ ones, you develop positive working relationships, you put yourself in a future perspective …. Thus you become an actor and you put in a dynamic of positive progression!


Create the conditions of trust and develop the individual and collective effectiveness of your teams - Imminent launch of our digital application « Positive Feedback ».

Aurélie Durand – Leading coach - Coach @ Uside

(1) Positive Psychology is the study of the conditions and processes that contribute to the development or optimal functioning of individuals, groups and institutions (Gale & Haidt, 2005); This movement was founded in 1998 by Martin E.P.Seligman.