Alexia Colson-Duparchy: "When you want to grow in your position, resigning is sometimes the solution"

Starting out as an employee before jumping into the deep end of entrepreneurship, leaving your company to return to it two years later… Changes or round trips seem to be more accepted, even desacralized.

A phenomenon that affects all sectors.

We take stock with Alexia Colson-Duparchy, executive coach and author of

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Madame Figaro

These transformations come to us from the Anglo-Saxon model.

In the United States, Canada, England…, the standard is to leave your job – and your company – after about three or four years.

Basically, we went around his job, we claim a better salary and therefore, we do not hesitate to change.

We trusted you, you were able to carry out a project successfully, period.

And it is accepted that the work is for the benefit of the company, but also of the employee.

In France, on the other hand, loyalty still prevails a lot.

An employee is expected to be accountable.

That he sacrifices himself for his business which, in return, will ensure that he can grow.

But from now on, we allow ourselves to have expectations of our employer;

the relationship is more of equals.

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Should the departure of the company be desacralized?

The fact for an employee to look elsewhere is not a penknife stroke in the contract.

That doesn't prevent the person from being completely involved in their work… Only, after a while, a form of weariness can set in.

You just want to grow in your position, and resigning is sometimes the solution.

Finally, we attach great importance to work, which occupies a significant place in our lives.

Haven't we idealized it too much?

Work has for many a notion of value.

Whether we like it or not, we define ourselves by our work.

You just have to see: how many times at a party have you presented yourself by your professional situation?

This immediately frames the interlocutor.

This is the “ice breaker”.

When I was a lawyer, when I advertised my profession, people immediately projected a caricatural definition on me: well-educated, earning well in life... But all the same, it is difficult to define yourself otherwise than by his profession or his family.

Work says a lot about us.

This gives information about our social status, interests, etc.

The Covid has transformed the relationship of trust between employees and employers

Alexia Colson-Duparchy, executive coach

Has the

The health crisis and teleworking have allowed us to take a step back.

As in a giant laboratory, we tested a lot of things, questioned an established order, and we finally realized that there were other ways of working.

The Covid has also transformed the relationship of trust between employees and employers.

It is not because we no longer see his teams that they are not working.

And today, employees are waiting for autonomy.

We now ask ourselves a question: what is my zone of freedom?

This is a real upheaval for companies that will have to review their models.

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Is this demand for autonomy the sign of a new relationship to work?

Have we entered the era of

I observe a trend towards consumerism: more and more, when you are no longer satisfied with your job, you leave.

But, above all, I see a great step back from the place of work in our lives.

We do what we are asked, no more.

Employees appreciate that the bond of loyalty is two-way.

They can be dedicated if they feel the company listens to them and trusts them.

If so, they stay.

Leaving to come back, as “boomerang” employees do, is it a good idea?

Employees who leave their company and return to it have experienced things.

Some have created their own business, others have joined other structures.

Either way, they learned a lot.

This is why "boomerangers" are very generally motor people.

They create a group dynamic and are force of proposals.

They have a very positive “disruptive” effect.

They are anything but coffee machine jaded.

Read 

or green telecommuting that would suit employees... and bosses

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, Éditions Hachette Pratique.

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