{"id":1488,"date":"2016-12-28T14:23:00","date_gmt":"2016-12-28T14:23:00","guid":{"rendered":"http:\/\/fr.eim.com\/?p=1488"},"modified":"2026-06-12T08:05:43","modified_gmt":"2026-06-12T08:05:43","slug":"pourquoi-certains-sortent-du-lot-pour-prendre-la-direction-generale-les-echos-du-09-09-2016","status":"publish","type":"post","link":"https:\/\/www.eim.com\/fr\/articles-et-communiques\/pourquoi-certains-sortent-du-lot-pour-prendre-la-direction-generale-les-echos-du-09-09-2016\/","title":{"rendered":"Pourquoi certains sortent du lot pour prendre la direction g\u00e9n\u00e9rale ? – Les \u00e9chos"},"content":{"rendered":"

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Pourquoi certains sortent du lot pour prendre la direction g\u00e9n\u00e9rale?<\/span><\/h1>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=\u00a0\u00bb1″ admin_label=\u00a0\u00bbsection\u00a0\u00bb _builder_version=\u00a0\u00bb3.22″ custom_padding=\u00a0\u00bb1px||1px|||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_row admin_label=\u00a0\u00bbrow\u00a0\u00bb _builder_version=\u00a0\u00bb3.25″ background_size=\u00a0\u00bbinitial\u00a0\u00bb background_position=\u00a0\u00bbtop_left\u00a0\u00bb background_repeat=\u00a0\u00bbrepeat\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_column type=\u00a0\u00bb4_4″ _builder_version=\u00a0\u00bb3.25″ custom_padding=\u00a0\u00bb|||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb custom_padding__hover=\u00a0\u00bb|||\u00a0\u00bb][et_pb_text admin_label=\u00a0\u00bbText\u00a0\u00bb _builder_version=\u00a0\u00bb3.27.4″ background_size=\u00a0\u00bbinitial\u00a0\u00bb background_position=\u00a0\u00bbtop_left\u00a0\u00bb background_repeat=\u00a0\u00bbrepeat\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb]<\/p>\n

Les \u00e9chos<\/h2>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=\u00a0\u00bb1″ _builder_version=\u00a0\u00bb3.22″ custom_padding=\u00a0\u00bb3px|||||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_row _builder_version=\u00a0\u00bb3.25″ background_size=\u00a0\u00bbinitial\u00a0\u00bb background_position=\u00a0\u00bbtop_left\u00a0\u00bb background_repeat=\u00a0\u00bbrepeat\u00a0\u00bb custom_padding=\u00a0\u00bb5px|||||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_column type=\u00a0\u00bb4_4″ _builder_version=\u00a0\u00bb3.25″ custom_padding=\u00a0\u00bb|||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb custom_padding__hover=\u00a0\u00bb|||\u00a0\u00bb][et_pb_text _builder_version=\u00a0\u00bb4.10.3″ background_size=\u00a0\u00bbinitial\u00a0\u00bb background_position=\u00a0\u00bbtop_left\u00a0\u00bb background_repeat=\u00a0\u00bbrepeat\u00a0\u00bb max_width=\u00a0\u00bb90%\u00a0\u00bb module_alignment=\u00a0\u00bbcenter\u00a0\u00bb hover_enabled=\u00a0\u00bb0″ global_colors_info=\u00a0\u00bb{}\u00a0\u00bb sticky_enabled=\u00a0\u00bb0″]<\/p>\n

Lu pour vous, Fr\u00e9d\u00e9ric Marquette, directeur associ\u00e9 du cabinet EIM, explique dans \u00ab Pourquoi eux ? Les secrets d\u2019une ascension \u00bb le poids que joue, dans une carri\u00e8re, la capacit\u00e9 \u00e0 g\u00e9rer la complexit\u00e9 et le jeu politique. La personnalit\u00e9 et la chance sont aussi des facteurs importants pour acc\u00e9der \u00e0 la direction g\u00e9n\u00e9rale.<\/strong><\/p>\n

De S\u00e9bastien Bazin, PDG d\u2019Accor, \u00e0 Augustin de Romanet (ADP), en passant par Yann Delabri\u00e8re (Faurecia) ou Jean-Pierre Clamadieu (Solvay), Fr\u00e9d\u00e9ric Marquette, directeur associ\u00e9 du cabinet EIM sp\u00e9cialiste du management de transition en Europe, a interrog\u00e9 cinquante grands patrons et men\u00e9 des entretiens avec plusieurs DRH d\u2019entreprises du CAC40 pour tenter d\u2019identifier \u00ab les secrets d\u2019une ascension \u00bb.<\/p>\n

Ceux qui cherchent une recette rapide pour acc\u00e9der au sommet de la pyramide dans une entreprise pourraient \u00eatre quelque peu d\u00e9pit\u00e9s : en d\u00e9pit de la vocation tr\u00e8s pratique de cet ouvrage – l\u2019auteur n\u2019est pas avare de recommandations _, il ne s\u2019agit pas r\u00e9ellement de ce type de guide sur la r\u00e9ussite professionnelle dont les Am\u00e9ricains raffolent et les lecteurs ne pourront que constater combien les bases de la personnalit\u00e9, et donc toutes les sp\u00e9cificit\u00e9s qui rel\u00e8vent de l\u2019histoire familiale et de l\u2019intime de chacun, sont d\u00e9terminantes dans ces ascensions et histoires de patrons.<\/p>\n

Capacit\u00e9 \u00e0 g\u00e9rer la complexit\u00e9 et sens politique<\/strong>
Fr\u00e9d\u00e9ric Marquette en a vu passer de ces cadres-dirigeants de 45 ans, bons commerciaux ou bons financiers, dont l\u2019ambition, le r\u00eave, est de gravir les \u00e9chelons pour acc\u00e9der, \u00e0 la direction g\u00e9n\u00e9rale. Mais \u00ab si les comp\u00e9tences techniques, et les comp\u00e9tences manag\u00e9riales sont indispensables, elles sont finalement assez r\u00e9pandues \u00bb, ne leur cache-t-il pas. En revanche, \u00ab la capacit\u00e9 \u00e0 g\u00e9rer la complexit\u00e9 des situations et les aspects politiques, l\u2019est beaucoup moins \u00bb. Du sens politique, il en faut – un membre de comit\u00e9 ex\u00e9cutif t\u00e9moigne combien le nouvel arrivant dans l\u2019instance est jug\u00e9 \u00e0 l\u2019aune de ces qualit\u00e9s _ et pour faire ce \u00ab saut quantique \u00bb qui permet de devenir num\u00e9ro un lorsque l\u2019on est num\u00e9ro 2 , le parcours est plus difficile que pour passer de
num\u00e9ro 10 \u00e0 num\u00e9ro 2, t\u00e9moigne un patron. Si, \u00e0 comp\u00e9tences \u00e9gales, la personnalit\u00e9 est d\u00e9terminante dans ces parcours, si l\u2019envie et la puissance de travail, le courage de d\u00e9cider et tous les ingr\u00e9dients de la \u00ab gagne \u00bb sont requis pour faire la diff\u00e9rence, l\u00e0 aussi, il faudra de la chance, un \u00e9l\u00e9ment, souligne Fr\u00e9d\u00e9ric Marquette, \u00ab plus important dans un parcours professionnel qu\u2019une strat\u00e9gie de carri\u00e8re ou un r\u00e9seau \u00bb.<\/p>\n

Il n\u2019est \u00e9galement pas inutile, sinon agr\u00e9able, de cultiver quelques qualit\u00e9s humaines, et notamment celle de l\u2019\u00e9coute et du sens du collectif. Contrairement aux id\u00e9es re\u00e7ues, \u00ab les patrons peuvent ne pas \u00eatre de grands communicants, fait valoir Fr\u00e9d\u00e9ric Marquette. En revanche l\u2019authenticit\u00e9 et le parler vrai sont essentiels \u00bb<\/p>\n

Le \u00ab parler vrai \u00bb en entreprise ? s\u2019\u00e9touffent d\u00e9j\u00e0 certains. Avant d\u2019avoir les commandes, \u00ab demandez-vous toujours si ce que vous dites est l\u00e9gitime et si vous \u00eates l\u00e9gitime pour le dire \u00bb, recommande Fr\u00e9d\u00e9ric Marquette.<\/p>\n

7 conseils <\/strong> :
1. <\/strong>Etre pr\u00eat aux changements
2.<\/strong> Tenir des postes fondateurs
3.<\/strong> Polariser les analyses
4.<\/strong> rendre la prise de d\u00e9cision la plus binaire possible
5.<\/strong> Respecter les \u00ab hommes \u00bb
6.<\/strong> Etre soi-m\u00eame
7. <\/strong>Avoir un(e)conjoint(e) qui vous apporte un soutien ind\u00e9fectible<\/p>\n

<\/p>\n

<\/p>\n

<\/div>\n

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Prenez contact avec nous<\/span><\/h3>\n

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Vous souhaitez en savoir plus et entrer en relation avec un conseiller EIM<\/span><\/p>\n

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Les secrets d\u2019une ascension \u00bb le poids que joue, dans une carri\u00e8re, la capacit\u00e9 \u00e0 g\u00e9rer la complexit\u00e9 et le jeu politique. La personnalit\u00e9 et la chance sont aussi des facteurs importants pour acc\u00e9der \u00e0 la direction g\u00e9n\u00e9rale.<\/strong>\n\nDe S\u00e9bastien Bazin, PDG d\u2019Accor, \u00e0 Augustin de Romanet (ADP), en passant par Yann Delabri\u00e8re (Faurecia) ou Jean-Pierre Clamadieu (Solvay), Fr\u00e9d\u00e9ric Marquette, directeur associ\u00e9 du cabinet EIM sp\u00e9cialiste du management de transition en Europe, a interrog\u00e9 cinquante grands patrons et men\u00e9 des entretiens avec plusieurs DRH d\u2019entreprises du CAC40 pour tenter d\u2019identifier \u00ab les secrets d\u2019une ascension \u00bb.\n\nCeux qui cherchent une recette rapide pour acc\u00e9der au sommet de la pyramide dans une entreprise pourraient \u00eatre quelque peu d\u00e9pit\u00e9s : en d\u00e9pit de la vocation tr\u00e8s pratique de cet ouvrage - l\u2019auteur n\u2019est pas avare de recommandations _, il ne s\u2019agit pas r\u00e9ellement de ce type de guide sur la r\u00e9ussite professionnelle dont les Am\u00e9ricains raffolent et les lecteurs ne pourront que constater combien les bases de la personnalit\u00e9, et donc toutes les sp\u00e9cificit\u00e9s qui rel\u00e8vent de l\u2019histoire familiale et de l\u2019intime de chacun, sont d\u00e9terminantes dans ces ascensions et histoires de patrons.\n\nCapacit\u00e9 \u00e0 g\u00e9rer la complexit\u00e9 et sens politique<\/strong>\nFr\u00e9d\u00e9ric Marquette en a vu passer de ces cadres-dirigeants de 45 ans, bons commerciaux ou bons financiers, dont l\u2019ambition, le r\u00eave, est de gravir les \u00e9chelons pour acc\u00e9der, \u00e0 la direction g\u00e9n\u00e9rale. Mais \u00ab si les comp\u00e9tences techniques, et les comp\u00e9tences manag\u00e9riales sont indispensables, elles sont finalement assez r\u00e9pandues \u00bb, ne leur cache-t-il pas. En revanche, \u00ab la capacit\u00e9 \u00e0 g\u00e9rer la complexit\u00e9 des situations et les aspects politiques, l\u2019est beaucoup moins \u00bb. Du sens politique, il en faut - un membre de comit\u00e9 ex\u00e9cutif t\u00e9moigne combien le nouvel arrivant dans l\u2019instance est jug\u00e9 \u00e0 l\u2019aune de ces qualit\u00e9s _ et pour faire ce \u00ab saut quantique \u00bb qui permet de devenir num\u00e9ro un lorsque l\u2019on est num\u00e9ro 2 , le parcours est plus difficile que pour passer de\nnum\u00e9ro 10 \u00e0 num\u00e9ro 2, t\u00e9moigne un patron. Si, \u00e0 comp\u00e9tences \u00e9gales, la personnalit\u00e9 est d\u00e9terminante dans ces parcours, si l\u2019envie et la puissance de travail, le courage de d\u00e9cider et tous les ingr\u00e9dients de la \u00ab gagne \u00bb sont requis pour faire la diff\u00e9rence, l\u00e0 aussi, il faudra de la chance, un \u00e9l\u00e9ment, souligne Fr\u00e9d\u00e9ric Marquette, \u00ab plus important dans un parcours professionnel qu\u2019une strat\u00e9gie de carri\u00e8re ou un r\u00e9seau \u00bb.\n\nIl n\u2019est \u00e9galement pas inutile, sinon agr\u00e9able, de cultiver quelques qualit\u00e9s humaines, et notamment celle de l\u2019\u00e9coute et du sens du collectif. Contrairement aux id\u00e9es re\u00e7ues, \u00ab les patrons peuvent ne pas \u00eatre de grands communicants, fait valoir Fr\u00e9d\u00e9ric Marquette. En revanche l\u2019authenticit\u00e9 et le parler vrai sont essentiels \u00bb\n\nLe \u00ab parler vrai \u00bb en entreprise ? s\u2019\u00e9touffent d\u00e9j\u00e0 certains. Avant d\u2019avoir les commandes, \u00ab demandez-vous toujours si ce que vous dites est l\u00e9gitime et si vous \u00eates l\u00e9gitime pour le dire \u00bb, recommande Fr\u00e9d\u00e9ric Marquette.\n\n7 conseils <\/strong> :\n1. <\/strong>Etre pr\u00eat aux changements\n2.<\/strong> Tenir des postes fondateurs\n3.<\/strong> Polariser les analyses\n4.<\/strong> rendre la prise de d\u00e9cision la plus binaire possible\n5.<\/strong> Respecter les \u00ab hommes \u00bb\n6.<\/strong> Etre soi-m\u00eame\n7. <\/strong>Avoir un(e)conjoint(e) qui vous apporte un soutien ind\u00e9fectible\n\nLes Echos, 09 Septembre 2016\n\nSuivez l'auteur : @ValLandrieu<\/a>\n\nA bient\u00f4t sur fr.eim.com<\/a>.\n\n \n\n\n\n\n

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