Discrimination pour orientation POLITIQUE au travail

Good morning, my friends. Political discrimination at work. Let me tell you, someone wrote to me. He left me a message. He told me this. At his work, there is a group that has formed along ideological lines. This means people, as he defined them. That's his term. They are leftists. It's a clique of leftists. So you understand that on a political or societal level, they share a certain number of values among themselves. We can understand, we can absolutely say that it's their right to have their own values. Some are conservative, others are progressive. He would rather be in the conservative category. Except that these kinds of things don't have the right to be mentioned in the office. In the office, we are there to work together. What motivates us is not our political opinions or other opinions. We are not in an association, we are not in a party. But we are in a place where we are all there to earn our living, to work, to complete a mission together and then go home. We are not required to be friends. We are not required to agree or to have the same political or social or other points of view. But it must remain outside the company. And I think that companies do not do enough. This means that if I were the director of a company, I would have given this speech very regularly to my employees. I would have brought everything back to say, listen, guys, here I am explaining three things. Unfortunately, in this case that I am telling you about, it is the N1 who is testing this employee from time to time, asking him little questions at lunch, during breaks. All this to try to size him up and know how to categorize him, because it seems the clique at the beginning thought that he was like them, and then now he's slowly turning against him because he thinks he's different. And the line manager is starting to dig deeper. It's absolutely intolerable to see a manager, someone who has been given a management mission. And instead of being the one who normally prevents this kind of atmosphere from developing in the office, well, we see that he's the one who starts it. And unfortunately, as I told you, middle management is often the cancer of the company. And these are the people who often don't have the skills to manage people, because managing people is very complicated. You can manage computers, you can learn it, you can manage software. All that can be learned. But managing people, I almost want to tell you that you're either like that or you're not. Well, I'll tell you a personal story that happened to me and how I handled a fairly similar situation. It was around the Time of the Brexit referendum in the United Kingdom. For me, it's no secret online. Anyway, I'm pro Brexit, so I voted for Brexit. When the referendum results were known or made public, we had a guy in the office from. I don't know what you would call an Irishman, if I may say so, because we're not going to say a Basque country. No, it's not a low country. Anyway, how do you say a guy who's from the Netherlands? What is it? Someone who comes from France is French. Someone who comes from Switzerland is Swiss. But someone who comes from the Netherlands. What do you say? Pais Bassen? It's cross purposes. Anyway, we understand each other. It's true that it's a very small country. So there you have it. Sometimes we don't have all the vocabulary to describe this place. In any case, every morning he arrives at the office and starts yelling all by himself. All by himself in an open space. What a bunch of racists. This country is a rotten country. I thought that people all focus all that. And then for an hour, for a good hour, he was saying that. And the others agreed. They agreed with him. Well, I didn't know if I was being targeted or not. Anyway, my vote was secret. But, well, I mean, every morning he did that and it was getting worse. The first day he did it for a quarter of an hour, the second for 20 minutes. And then, well, he got heated and his remarks became more and more virulent. Well, I couldn't. I advise against getting into him in situations like that. I advise against confronting him on the topic because, you know, we'll always have topics like this at the office. It could be a referendum, like here on Brexit. It could be the American election, it could be the French election, it could be a legislative election, it could be the Olympic Games ceremony, anything. Today we live in a society, if you've noticed, multi conflictual, where everything is experienced at the level of hysteria. There is more opportunity. I don't know if we had it in the past, but hey, we understand each other. I said we don't have it anymore. But hey, it's as if I assumed that things were better before. It's not necessary. In fact, we must always, no matter the subject, it must always lead to an emotionally charged conversation. We must. We must create enemies. We must fight each other. Name calling should be part of the conversation. There is more debate or responsible dialogue where everyone tries to meet other backgrounds. What I did was not even talk to my line manager. Because he was a. Who was causing a lot of the problems. I was talk to my line manager and that's what I told him. I said, listen, I didn't say I was pro Brexit or anything like that. I come to work, to work, as they say, quote, in the morning. It's an opportunity for me to discuss the day's issues with my colleagues, the progress of projects, to catch up and to plan my workday to deliver maximum performance. Always keep this line of communication, my friends. Whatever the situation, whatever it is, you should never, never, never, never in a company say that. It's for you. You don't complain. You don't say, oh, he's annoying me. No, no, no. Because we don't care if he's annoying you. We don't care. The important thing is when we start to care, what's preventing you from doing your job? That's different. Because if he's preventing you from doing your job, it's because they're losing money and that's the only thing you care about. So always present any problem in the company, even a broken coffee machine. Always presented from the perspective of the company's interests, not yours. So for me, this first hour in the morning is an opportunity to synchronize my day, to plan it, to communicate with my colleagues and all that. And that's how I can deliver a very good performance. The problem is that I've felt lately that I've been very disturbed and I am not able to deliver the same level of performance today. Because unfortunately, in the morning, there are extremely radical political conversations that come into the office quite loudly and vocally. And unfortunately, they encroach on any possibility of professional conversation during this time. There you have it. So frankly, I think that this should be kept for breaks or outside of work. But at work, I would really like us to be able to focus on our performance. That's it. Very, very focused. He was right when he said focus. He was right. And in fact, he was summoned and he didn't do it again. That calmed him down completely. So then he talked and talked, but we could hear him. He was talking inside, you know, but that's all. So you always have to go to someone, try to find someone responsible in a company. I know that it's sometimes mission impossible, but always speak in the interests of the company. Here I am, and there are issues, performance issues, caused by the fact that I can't have conversations. I can't talk to certain colleagues at work because they're always focused on lateral issues. I come here to the office. I have a problem. I have to get a handle on the Societe General file. I have to catch up on what's happening with BNP Paribas. I have to understand what's happening with our client, the bank de France. Okay, I'll just give you some examples. Everyone works with the same people. So there you have it. And the problem is that I arrive and the conversations revolve around the American election and Trump and Biden and Kamala Harris. I'm going to say, okay, the first time, second time, third time I heard that I thought it would pass and we'd move on to another dimension. We're going to talk about work. Except that now I feel like when I get to the coffee shop, I feel like it's turning into the local tobacco bar. And it's very difficult to get a word in edgewise about work. That way you come across as someone who defends the interests of the team and the harmony of the team, and therefore the performance to which the company is entitled. Think of something like that. There you have it. My friends, thank you for listening to this video. Up to this point, I'm of course showing you my book on the toxicity of the workplace. This book has changed the lives of many people and it has even changed my perspective on things. I assure you, when I wrote it, when I got into it, I came out a different person. It's not very long. It's only 162 pages, but it packs a pretty brutal punch. I didn't want to Write it in 400 pages or whatever I could have. I was very condensed and brutal. I will do a volume two on occasion. It can be found on Amazon. You can also find it on tv. Liberte. Thank you, my friends, for listening so far.