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Very different from the local manager, the manager of managers must display unique interpersonal skills and highly targeted managerial abilities. If you lead a team of operational managers, the following is an overview of the best practices to be aware of in order to effectively do so.  

Understand the company environment

When managing several managers, the first step is to carefully analyse the company environment and the functioning of the various departments. What are the culture and values of the organisation? What is the mindset of employees and managers? Is there close communication between the various players and departments, or is it more silo-like? Which management styles are valued? You should identify the roles and responsibilities of each operational manager, as well as their personalities, skills, strengths and weaknesses, in order to identify potential performance levers. This initial assessment will make it easier for you to take on the position of senior manager, giving you even more credibility in the eyes of those in your charge.  

Know how to distance yourself

The operational manager is the guarantor of the efficiency and commitment of employees on a daily basis. This is what is known as middle management. The manager-coach, on the other hand, is part of the company's decision-making team. They participate in the decision-making process concerning the company's strategic orientations, and are responsible for relaying such to operational managers, and encouraging them. This senior manager manages several operational managers from different departments of the company, and coordinate all the transversal actions between each. The manager of managers is, therefore, primarily a strategic manager. As such, they have to emancipate themselves from all operational actions in order to adopt the role of a coach. The challenge for the senior manager is to perform this strategic management function without interfering or overstepping the authority of the operational manager. Even in difficult, conflictual situations of crisis management or change management, they must know how to delegate and trust teams, without taking away their responsibility. The manager of managers is therefore far from the field, but this distance also provides them with a highly beneficial perspective, in that they can more easily identify opportunities and sources of dysfunctions that local managers may not necessarily be able to detect. However, although this perspective is essential, it should not be a hindrance to the implementation of a close relationship with teams. The senior manager must therefore find the right balance so as not to short-circuit the actions of operational managers, while at the same time remaining close enough to teams to establish a bond of trust.  

Establish a relationship of trust and respect

Establishing a close and trusting relationship with your managers is one of the keys to effectively leading a team of operational management professionals. The establishment of such a relationship requires, above all, the human and relational qualities inherent to any leader: leadership, natural and benevolent authority, charisma, active listening, pedagogy, etc. Exemplarity is another prerequisite for inspiring respect and legitimacy in teams. Indeed, managing professionals who themselves possess the keys to management requires building a credible image, which instils respect and authority, by setting an example through your daily behaviour. This trust is also built through transparent communication and clear and constructive feedback delivered with pedagogy and humility. Lastly, the senior manager must understand how to show empathy and gratitude, knowing how to congratulate in case of success, and encourage and guide in case of failure.  

Individualise management

Managing managers well means knowing how to adapt to different individuals from different departments within the company. To be a good manager of managers, it is not enough to apply management codes: you must also individualise your management by adapting it to the personality, skills and needs of each person. This implies great relational ease, strong adaptability and real emotional intelligence.  

Unite managers around a common vision that makes sense

It is also very important to mobilise the team of managers around a common vision that is meaningful. Indeed, the senior manager is the guarantor of the proper implementation of the company's strategic orientations, and the core of their mission is to ensure that this strategy is effectively relayed and supervised by local managers. To do so, it is first necessary to communicate a clear, strong and meaningful message. Indeed, it is essential that management teams identify the interest of their mission, and that they are able to give meaning to the dictated directives so that these will be effectively applied by employees. The senior manager must therefore ensure that they explain how operational actions will serve the company's strategic objectives. The senior manager must also maintain regular and close communication with each operational manager in order to carry out rigorous follow-up and to reiterate the objectives to be reached. Lastly, the top manager must ensure that operational managers understand and adhere to this vision, so that they can in turn share it with their teams. Employee efficiency thus indirectly depends on the clarity and strength of the message relayed by the manager of managers.  

Develop the skills of your managers

As previously mentioned, senior managers take on the role of a coach. As such, their mission is to develop the skills of their operational managers. This involves regular and constructive feedback on behaviours, actions and areas for improvement, consistently using a benevolent and educational approach. The manager of managers must also give responsibility to teams, and encourage initiative and autonomy. By doing so, they enable operational managers to strengthen their managerial and soft skills (interpersonal skills, maturity, ease of communication, etc), thus helping them develop their strengths and leadership skills.  

Solicit collective intelligence and encourage team spirit

Managing managers means having a very wide field of action within the company, with several different departments under you responsibility. Therefore, although it is important for the manager of managers to accompany each department head individually, it is also essential that they solicit collective intelligence to co-construct the strategic vision, reinforce actions, and make possible adjustments. This will help foster a spirit of mutual support, facilitate exchanges between managers, and strengthen team cohesion within the company.