Managing a team is never a long calm river, but the reasons for satisfaction can be many, provided you do it right and don’t play the superhero. Throughout 2022, L’Express has supported you in your role as a manager, giving you the keys to dealing with sometimes delicate situations at work. After reading these articles, the loneliness felt by many managers (and perhaps by you?) will only be a bad memory.
“The question of the raise comes up sooner or later. How can the manager say ‘no’ to the employee, justify himself… without risking his departure or a ‘quiet quitting’? (…) This scenario, not if imaginary, can prove catastrophic for the continuation of relations between the manager and the company of which he is the representative, and the one he deprives of a raise…”
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Business life can sometimes become a nightmare for the manager, who has become the target of criticism from his collaborators. How to turn the situation around and survive it? (…) For Nicole Degbo, founder and director of La Cabrik, everything starts with the head of the company and its own values.
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Mega connected equals super productive. With screens, ubiquity is just a click away. Until burnout. 70% of employees consider that the company could do more to protect their psychological health (OpinionWay/Empreinte Humaine, March 2021). What if the manager took over and tried to disconnect?
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Why am I here? The existential question likely to affect everyone takes on a particular meaning at work. “The culmination of the brown-out is when the human being who needs a signifier only finds the absurdity that emerges from his work, the social absurdity”, describes François Baumann, co-founder of the Société de Formation Therapeutics of the General Practitioner (SFTG) and specialist in burn-out, bore-out and now brown-out.
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Two, three tunnels of meetings, and what comes out of them? Sometimes nothing and the day’s work to be finished. The manager’s organization is a key to optimizing this collective. “Meetings can be a good alternative to work”, analyzes Hervé Coudière, management consultant (Time management for busy managers and professionals, Gereso). But when they’re added to the rest, watch out for burnout.
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Imposter syndrome is not medical but rots the lives of those who have encountered it. The cycle of the impostor can break when it is accompanied by deplorable management because the presumed usurper wants to justify himself and go beyond unhealthy perfectionism. Recovering from it allows you to gain self-confidence and the respect of others.
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Faced with the sometimes divergent interests of the management and his team, the manager can feel great moments of loneliness and risk the mutiny that can sink the service. “There is not a single moral solitude but we can define three”, analyzes Frantz Gault, co-founder and partner of LBMG.
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41% of employees dread it and perceive it as an increase in stress, 44% as a subjective exercise and 54% of them find it useless. Annual maintenance is a must at the start of the year, but there are solutions to make it really effective. Paul Baratte, marketing director at Javelo (HR management tool), is campaigning for an evolution of the annual interview, “one of the most present and most important rituals of a company”.
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When the task of recruitment is devolved to the manager, the pressure mounts not to choose the wrong candidate. Hélène Gemähling, HRD of Nespresso France gives her advice. “No one is immune to making a mistake, even when you put the odds on your side to recruit the right person for the right job”, specifies Hélène Gemähling from the outset.
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The management method of the French coach largely explains why the Blues, who reached the final of the World Cup in Qatar against Argentina, have been at the top for ten years. sports journalist at Football notebooks, Philippe Rodier has written two remarkable works on the great coaches who have marked history. He explains why Didier Deschamps’ management methods have taken him to the roof of the world.
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