Managing has never been so complex. Between the quest for meaning, mental overload and pressure to deliver, many managers are wearing themselves out. More and more is demanded of them, at the risk of discouraging them. Are you looking to give them back the desire to invest in the success of the team? Here are some practical ways of building a managerial climate that is conducive to business performance. Julien Haucourt, an expert in management and communication, provides an overview.
If you've ever wondered how to get your organisation to want to manage again, it's probably because you're seeing a few warning signs... and not without reason.
Manager fatigue
Several social surveys have revealed a certain weariness among managers (Comment vont les cadres - Apec 2022, Rapport mondial sur les attentes des salariés - Adecco). They are often caught in a vice between operational management, HR management, multiple reports, repeated meetings, daily emergencies... As a result, they have less time to lead, support and develop their teams - the very heart of their role.
In fact, there is one thing that is often mentioned in internal barometers:
"I became a process manager rather than a team leader.
Yet they are expected to be drivers, pillars, coaches, mediators...
Others point to a lack of explicit recognition of their role and commitment. Little feedback, little recognition, sometimes even little dedicated training!
Add to that constant pressure... between the performance indicators to be monitored, internal tensions, HR requirements and the expectations of the hierarchy. As a result, many managers are in a state of latent exhaustion, with a heavy emotional burden and little support. What are the results? At the very least, a feeling of loneliness, uselessness or injustice. In the most critical cases, a risk of burn-out. For HR, this is a mental health issue.
[Also read] Preventing burnout: the role of HR
Finally, depending on the hierarchical model, local managers sometimes have little real power: less room for manoeuvre, key decisions taken elsewhere... Acting as intermediaries rather than agents of change, they can feel frustrated and powerless. These feelings are amplified among the new generations, who are looking for autonomy and meaning.
The importance of meaning, always... in the face of contradictory injunctions
"I'm asked to be benevolent and efficient, to give autonomy and control, to motivate teams and enforce unpopular decisions...".
As a result, many managers are faced with permanent dilemmas.
Finally, many have a low opinion of management. They may perceive the managerial function as tiring, political and thankless, or even as a hindrance to career development.
As a result, there is a growing lack of interest: some employees refuse to move into these positions, or even leave them voluntarily, while others are silently disengaged. It's a performance issue for the whole company.
So what are the innovative strategies for boosting confidence, encouraging professional growth and cultivating a working environment that is conducive to managerial fulfilment?
There are simple and effective ways of enhancing the role of the manager.
Three are essential: vision, resources and feedback.
Conveying a clear vision and objectives to managers
"How can a boatswain guide his crew if he doesn't know the captain's chosen course?
So asks Alain, a manager of managers in an insurance company.
A strategic vision is the first tool that management needs to put in place to get its managers on board. Without a clear direction that is shared by everyone, it is difficult to create buy-in and give meaning to collective action. That's why it's essential to work with managers to define a comprehensible and inspiring vision, aligned with concrete objectives.
"A shared vision strengthens the sense of belonging and stimulates commitment. By taking the time to define objectives together, you can involve managers in the collective success.
To do this, adopt the Golden Circle. A concept put forward by Simon Sinek at a Tedx conference in 2010.
Most companies focus on "what to do" and "how to do it". But modern management demands meaning. This is true for employees, but also for your managers. So will you be able to answer the question "why?
Testimonial
Pascal, HR Director of a joint structure
"I was no longer able to communicate management's strategic vision to employees. And the reason for this was that management changed several times a year. In such a climate, the confusion and disengagement of managers only increased. So I worked with the management team to develop a clear vision that would speak to everyone, regardless of who was in charge. This five-year strategic vision has enabled us to gradually re-mobilise all levels of management around a common objective.
Resources tailored to objectives
"No one wants to have to navigate by sight or be suffocated by ever more ambitious objectives with resources that do not change.
Poorly defined objectives will bury all motivation in the manager. Many managers today feel that they don't have the resources to match their objectives. The result is a rapid loss of motivation and meaning.
So where do you start?
1/ Defining objectives
A well-set objective is a SMART objective.
In other words:
- Simple and Specific
- Measurable
- Achievable but sufficiently ambitious
- Realistic
- Temporal
A realistic and achievable objective is one to which resources are allocated.
2/ Definition of resources
What are they? First and foremost, managers need time.
Too many managers have to cope with a workload combining operational and management tasks, which far exceeds the 100 % of time available. Add to this the time spent - and often wasted - in multiple meetings, and the combination of loss of meaning and lack of time becomes lethal.
So it's vital to allocate resources in line with the objectives you set for your managers, to review priorities with them where necessary, and to listen to their needs.
A request for additional resources is rarely a whim. And if you can't respond favourably, help the manager to find solutions. That way, they won't feel isolated in managing their team and their day-to-day work.
Give your managers feedback!
Feedback is much more than a simple return on a past action: it is a real lever for motivation and meaning for teams. Logically, the same applies to the management of managers. Yet too many managers feel neglected or even isolated.
Testimonial
Stéphane, the director of an industrial site, and Christophe, a manager, shared with me two fundamentally different feelings about a common situation.
Stéphane, confident in his management and willing to delegate: "Christophe is a very good manager who meets his objectives and gets the job done with his teams. There's no reason for me to be behind his back all the time. We do a factual review every quarter or so.
On the contrary, Christophe was clearly suffering: "I know that Stéphane trusts me. But on a day-to-day basis, I often feel abandoned and misunderstood. How do I know if I'm making the right choices? I'm asked to be there for my teams and support them, but who's there for me? It's a stressful and exhausting situation.
Managerial feedback is therefore essential in a situation like this.
[Training] Give effective feedback, practical workshop
[Also read] Feedback: a lever for ressir its management
To multiply the effects of feedback tenfold, it can be combined with other forms of professional support: mentoring, coaching, co-development, etc.
Mentoring, coaching, co-development
Mentoring, coaching and co-development help managers to grow professionally and build their self-confidence.
First of all, the mentoring enables new managers to benefit from the expertise and advice of more experienced managers.
[Training] Would you like to develop your mentoring skills? Discover the training programme Be a mentor.
Le coachinghelps managers to identify their objectives, overcome obstacles and improve their performance. They gain perspective on their management practices and find solutions tailored to their needs.
Jean-Marc, director in the automotive sectorwas practising very paternalistic management. A number of staff departures and some complicated returns called its practices into question. It therefore sought support, in particular to adapt its management to the new generations.
[Coaching solutions] Discover the different types of coaching that meet key business needs, such as change management, performance, decision-making, interpersonal relations, motivation and team cohesion. I'm consulting the coaching solutions.
[Training] Want to find out more about co-development?
Discover the training programme Practice co-development.
Finally, the codevelopment enables managers to share their experiences, challenge each other and find ways of improving together. This collaborative approach encourages a culture of constructive feedback within the management team.
To conclude, restoring the desire to manage means first and foremost recognising that managing is a job that requires meaning, support and recognition. It also means giving managers the tools they need to succeed. Manager training contributes to this. Investing in your managers is therefore the first step towards transforming your company's culture and aiming for long-term performance. So where do you start?
