Giving confidence: the asset of interim managers

James MacGregor Burns laid the foundation for transformational leadership. That was in 1978.

 

The 4 dimensions of transformational leadership:

• The behavior of managers who have a warm presence, are seen as convincing, take a stand and appeal to employees on an emotional level
• Inspiring motivation (through stimulation) to offer a motivating vision, high working standards while promoting the motivation and self-confidence of employees (being optimistic in order to lead employees to surpass themselves)
• Intellectual empowerment by stimulating the thinking of its employees in order to help them see the problems from a new angle (intelligently challenging convictions and procedures)
• Individual consideration by responding to needs (listening, coaching and acting as a mentor to individually support the progress of one’s employees)

The common point of its 4 dimensions is undoubtedly the notion of trust. These managers give confidence and above all their employees trust them.

Interim managers, by the context of their interventions (short, targeted, sponsored, etc.) arrive in an environment where most of the time a form of fatigue and fatalism has set in.

Quickly, it is a question of connecting the teams in place and producing quick wins that promote movement.

These seasoned managers stress that the priority issue is to restore confidence in the teams.

If James MacGregor Burns identifies the principles that will produce the changes, it must however be recognized that upstream and/or simultaneously, the manager will have to gain the trust of the teams.

 

How can we create the conditions for trust?

The 5Ps of trust

1. Create a Protective Environment

That is to say, to show your interlocutor that you have understood your issues and that you care about them. It also means anticipating possible disappointments and organizing the way to mitigate the consequences.

Some questions to ask yourself:

• Is the risk that our interlocutor takes in trusting us acceptable?
• Is there a way to minimize it?
• What guarantees can we provide?
• Have we understood the other person’s goals?
• How will we be able to take this into account?

 

2. Establishing local links

It’s easier to trust someone who looks like you.
That is to say, to show your interlocutor what brings us together and to emphasize the proximity of the interests of each of the parties.

Some questions to ask yourself:

• Beyond the apparent differences, what do we have in common?
• Have you ever discussed your values, experiences, beliefs?
• Do you share any extra-professional interests?
• What are the visible signs of your similarity?
• Do you share a common language?
• How do your individual interests and goals overlap?

 

3. Demonstrating Performance

We have more satisfaction in working with someone who we know is the bearer of solutions.
That is to say, to demonstrate one’s skills and demonstrate that one has the adequate means.

Some questions to ask yourself:

• How will our skills allow us to meet our commitments?
• What is our history of success?
• What have we learned from our failures?
• What resources do we have to help us deliver on our commitments?
• Will these resources allow us to cope with hazards?
• Can the person we are talking to count on us to do everything we can to succeed?
• Have we proven this in the past?

 

4. Be predictable

We can only trust someone who we know will deliver on their commitments.
That is to say, to clarify one’s commitments and respect them.

Some questions to ask yourself:

• Are our commitments credible?
• Are we reliable in meeting our commitments?
• If we have not been able to keep our commitments, have we warned or explained why?
• Do we take the necessary step back to validate the consistency of our actions with our intentions?

 

5. Adopt Proactive Communication

Trust is only established if the channels of communication are open.
That is to say, to build one’s reputation. Listen and validate that you have understood your interlocutor.

Some questions to ask yourself:

• Do we take the initiative to communicate frequently with everyone?
• Do we engage in informal exchanges independently of the strict needs of efficient work? Are we communicating transparently?
• Are we ensuring that strategic information is passed on?
• Do we raise sensitive issues?
• Do we ensure that latent conflicts or rumours are quickly defused ?

I urge you to establish or extend trust around you in order to work more fluidly, more fun, and more efficiently, ultimately, on both sides.

Jean-Marc LOUIS