In recent years, benevolence has become a strong force in the discourse on the world of work and management. To the point of annoying some who, at best, see it as a meaningless " portmanteau "  and at worst, hear a naïve incantation far from the realities of professional life.

So, before the word benevolence alone inspires us with feelings that are completely contrary to benevolence, let's put the notion under the magnifying glass. Where does the term come from? What definition can be given ? What theoretical approaches? For what implementation ?

Etymology : benevolentia or bona vigilantia

The origins of the word " benevolence " are debated by linguists. Some refer to the Latin " benevolentia " which means " favourable disposition towards others " and has also given rise to the word " volunteer ". There is generosity, commitment and volunteering in benevolence. This dimension of volunteering is far from trivial, as evidenced by the Latin phrase " captatio benevolentia " in which all the actions that are implemented to win the sympathy of an audience are gathered. The expression is still used today to comment on the interventions of a political figure or a leader and to assess his or her ability to embark without coercion. In short, inspiring kindness is an act of leadership !

But what about granting one's benevolence ? Let's look at linguists who attribute the origin of the term to " bona vigilantia ". Here, we are in the lexical field of attention, precaution, trust, even care. Caring is someone who looks out for others, makes sure they are okay and/or acts in such a way that they are well.

If we leave the Gaffiot to return to management manuals, benevolence would therefore be embodied in the emotional and relational intelligence of the leader.

Whatever the etymology we choose to retain, the essence of benevolence is simply in the meeting between the ability to make oneself sympathetic while being sympathetic.

Definitions and connotations over time

The first occurrences of the term benevolence appeared in French literature in the twelfth century, as close as possible to the definition of " benevolentia " : a disposition favourable to others.

In the seventeenth century, the word acquired a nuance : it was still a favourable disposition... But that of a superior towards an inferior. Benevolence can then take on an air of condescension.

The Age of Enlightenment kept this hierarchical imprint, but made benevolence an issue of justice : it was due to the poor and the unfortunate, whereas on the contrary it was necessary to make war on the oppressors.

The nineteenth century saw the notion confirmed in its charitable orientation: benevolence is a duty of the privileged towards the less fortunate, of the healthy towards the sick and the elderly... And men with women ! Benevolence at this time was to be compared to indulgence and patience. But still far from being rid of paternalism !

In the first half of the twentieth century, benevolence was tinged with magnanimity : it was solicited, often in turns of phrase reminiscent of formal formulas of politeness, to support a request to a well-placed personality. It then takes on a dimension of human value: the " great man " (since there are still few women in decision-making positions!) is also the one who knows how to listen, is sensitive to the situation of others, understands and shows attention.

It was from the 1950s and 1960s that benevolence was mixed with well-being and what is now called " living together ". It becomes a welcoming, non-judgmental posture, open to difference. And it is a source of appeasement for those who practice it as well as a feeling of confidence for those who benefit from it and an overall improvement in the quality of relationships.

When benevolence arrives in management

Benevolence arrives in managerial literature by the same wave as positive psychology, at the turn of the twenty-first century. The world of work is in crisis : high unemployment, endemic professional malaise, overwhelming organizational processes, demotivation at all levels and extreme manifestations of suffering at work, which can lead individuals to long-term illness or even to commit the irreparable.

Management methods based on stress or fear, rigid verticality, the quest for profit at any price have cracked the system.

A 180° turn is necessary : there must no longer be bosses who are authoritative, there will be leaders who know how to engage ; Employees should no longer be squeezed like lemons, but good working conditions should be created so that employees can perform at their best and grow professionally. the quest for profit is no longer the sole vocation of the company, which will now have to aim for economic and social performance; The corporate spirit will no longer be a single matter of loyalty bordering on the control of individuals, but it will be necessary to build and nurture corporate cultures that promote team pride and the sincere desire of each person to be the ambassador of the organization's values, etc.

Leadership is targeted : it must reform. Change posture and gain " soft skills ". Benevolence is one of them. Under his umbrella : the ability to trust  and inspire trust, empathy, awareness of biases and an inclusive spirit, respect for differences and attention to the unique situation of each person, qualities for healthy management of tensions and conflicts, the right to make mistakes...

Benevolence in practice

The values are beautiful and consensual. But how do you put benevolence into practice ? And how can it be combined with the high standards, that of the company and its stakeholders (customers, in particular) as well as the one that also allows everyone to progress, or even to surpass themselves?

First, by clarifying what benevolence is and above all is not. Benevolence is not about tolerating everyone doing what they want when they want, it is about taking into consideration the aspirations of others to assign them missions that correspond to them while leading them to remove the obstacles that make them reluctant to commit to others. Benevolence is not complimenting and thanking by refraining from saying what is wrong ; It means knowing how to show one's gratitude when justified, but it also means providing feedback with tact so that people who have not achieved the expected results identify their margins for improvement and the means at their disposal to learn how to do better.

Benevolence is not about giving preferential treatment to those who have complex personal situations; It is about giving flexibility to everyone while sanctuarizing moments dedicated to the collective. Kindness is not about being nice all the time so as not to frustrate any ego; it means adopting respectful forms of expression of one's possible dissatisfactions. Benevolence is not about wanting to make others happy in their place and according to their own vision of what happiness means ; it is to welcome the emotions of the other as valid, while demanding that they be expressed in a way that does not make others uncomfortable...

From this point of view, benevolence in practice is a whole leadership posture that consists of taking into account the needs of human beings in the context of cooperation in a collective project. In other words, it is an open and solution-oriented attitude so that individuals can act by giving the best of themselves. And when the leader manages to set an example, benevolence is furiously contagious !

Why does benevolence sometimes inspire mistrust ?

But benevolence in all kinds of ways also makes some people cringe. The first reason for mistrust : reciprocity. I'm asked to be kind, but what guarantee do I have that I'll be given the same in return ?

Like empathy, benevolence is partly a gamble : we can't look at each other like a dog waiting for the other person to make the first move. One has to start ! If you are convinced of the virtues of benevolence, why not you ?

Second reason to have benevolence in the crosshairs : wouldn't it be a bit of a sweet herbal tea to lull rebellious souls to sleep? Benevolence does not prohibit disagreement, tension or even anger. It regulates the forms of expression : it effectively banishes pressure and intimidation tactics, passive-aggressive behavior, low coarseness, scathing ironies and so on.

So, does it still have flavor, life under benevolence ? Isn't it the kingdom of political correctness, if not the land of Care Bears ? Here we are at the heart of the cultural question posed by benevolence : what seduces us and secretly stimulates us into hostility, discredit, superiority ? The first step in the journey towards benevolence is probably to ask the question of what we fear to lose (power, landmarks, critical thinking, freedom, etc.) by renouncing judgment, mistrust, the distinction between one's own and the " different "... Because indeed, there is only sincere benevolence in introspection on the relationship we have with the world. It's a matter of relational ecology.