The manager-coach replaces the manager leader

Portrait and Snapshot of today’s manager

No surprise. In the business world, in all its diversity, the manager leader takes on the role of “leader”. And very often that of “tyrant”, without heart, without soul; Whatever the means, only the result counts! When the laurels are distributed, he takes them for himself. When the result is not up to par, it is the group that has not played the game!
The way of working that is based solely on intuition, the flair of leadership, which the group will faithfully adopt and follow to the letter, is over.
To change mentalities, well-being at work, the need for interaction, communication, group fusion, becomes a source of energy that has been neglected for too long.
Innovating, overhauling the organization and rethinking management is an absolute emergency!
Coming from our American colleagues, for more than half a century coaching has been well known to sports enthusiasts. He is perfectly integrated into the business world. Installed at all hierarchical levels, starting with the highest authorities, its undisputed efficiency and democratization are slowly opening the door to our territory.
In France, the manager-coach function is a new approach and, above all, a challenge to conventional management, which has been practiced until now. The manager-coach must respond to a complex and at first glance contradictory function.
Link: The manager-coach: the new posture of the manager?
Column by Anaïs Pierre Trexia

 

The function, the posture of the manager-coach.

She perfectly combines the role of a leader (unifying) and that of a coach (the human) who accompanies and helps her employees to better channel their energies, in the service of the group, for the success of all.
The fundamental role of the manager-coach is, in addition to his role as a manager-leader, to strengthen the confidence of each employee in their skills, in their complementarities, to facilitate the fusion of members in a team, to federate a common value to weld the group together in the face of the same challenge/objective.
According to a recognized organization: one of the definitions of the manager-coach:
“By listening, the manager-coach promotes the development of everyone’s professional and personal potential, as well as the confidence, autonomy and collective intelligence of all. He identifies mistakes as opportunities for learning, and questions as opportunities to do things more efficiently, more fun, and with less effort. It values successes at their true value. With him, his employees and his team meet and exceed the objectives, and achieve relevant and effective results. »

 

The headache of identifying and integrating a manager-coach

By definition, in order to identify the providential person when the use of interim management is recommended, the reflex to move forward only with criteria defined by the client is a risk, in the sense that the famous 5-legged sheep is eagerly awaited.
Choosing from a panel of so-called standard profiles, loaded with experience, with reassuring backgrounds, poses a real problem; How can we recognize among them the one who will be able to live up to the mission of interim management, to be the one-man band so much sought?
The omnipresence of digital technology has considerably changed the skills required to access the hierarchical pyramid of a company. The new generation was born with digital technology, it navigates with ease. The tool is to them what the pencil and calculator are to others!
What is new is that this new generation is voluntary, committed, methodical and rigorous. She claims without taboo to think of another world, another approach to the organization of work. For this new wave, the pooling of skills is logical and a source of positive energy that can make a difference in an increasingly competitive world.
Daring is not easy, not jumping on the bandwagon already in motion considerably slows down our dynamic and ambitious society!

 

The alliance of the manager leader and the manager-coach

In the logic of things, a good manager, in osmosis with his responsibilities, already naturally assumes the position of the manager-coach!
In the exercise of his task, he is constantly listening, feels the atmosphere of his team, anticipates the movements and difficulties of each and every one. Refocusing on the essentials, guiding to better cope with the load is an integral part of what he is already accomplishing. This skill allows him to control the situation and not let himself be overwhelmed!
From this point of view, it is likely that he himself will find something to his liking! The role of coach seems to him to be complementary and above all logical. His collaborators perceive him as trustworthy. This unites the group and reinforces its image of leadership among its employees. The result is immediate: he values his team, without taking control of the course!
The manager-coach, more than anything, must listen, feel the vibrating dynamics of the team: this is the key to success, but also the most difficult skill to acquire. For some, it’s a gift…!

 

The human relationship at the heart of the strategy!

The need to control, to direct, has always been a central issue. An obsession supposedly necessary to move forward.
Today, valuing or revaluing human relations, putting them back at the heart of the organization, structuring the transition to this type of management undoubtedly opens up new horizons!

Written by Skyler Schmanski

 

By Rémi Dessertine – Associate Director Wayden