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A Worried Manager Tutorial

In 'A Worried Manager,' follow Alvin, an experienced leader grappling with the complexities of hybrid work. Battling communication issues and productivity hurdles, he dismisses modern tools as unnecessary and resists change. Discover how his reluctance impacts his team's dynamics and whether he can shift his mindset for better collaboration. Don't miss this insightful exploration of agility and change in leadership!

résultat(s)
00:00:04
Alvin,
00:00:04
an experienced manager,
00:00:06
faces a major challenge.
00:00:08
He leads a mixed team,
00:00:10
partly on site and partly remote.
00:00:12
However,
00:00:13
three major challenges make his daily
00:00:15
life complex communication and team cohesion,
00:00:19
performance and productivity management,
00:00:21
and support for employee well-being.
00:00:23
But the problem is that Alvin refuses all the solutions proposed to him
00:00:27
as if he wanted to prove that remote work was to be avoided.
00:00:31
Regarding challenge number one of communication and team cohesion,
00:00:35
Alvin rejects these fashionable silly tools,
00:00:38
his words,
00:00:39
such as icebreakers and other virtual coffee and rituals.
00:00:42
He deprecates what he calls gadgets of online collaboration
00:00:46
tools that some use in their virtual meetings whiteboards,
00:00:49
polls,
00:00:49
breakout rooms,
00:00:50
chat moderation.
00:00:52
Alvin says he doesn't believe in them and especially
00:00:55
that he doesn't have time for this nonsense.
00:00:58
Nothing beats face to face communication,
00:01:00
he keeps repeating
00:01:02
regarding challenge number 2 of performance
00:01:04
and productivity management of remote teams.
00:01:07
The same sabotage from Alvin
00:01:09
redefining objectives with smart criteria and monitoring KPIs seems to
00:01:14
Alvin like a way to spy on his team.
00:01:17
He believes his employees are competent and motivated enough to
00:01:20
complete their tasks without detailed objectives and deliverable tracking.
00:01:25
He firmly believes that if there were a problem,
00:01:27
his employees would come directly to talk to him.
00:01:30
I regularly tour the offices,
00:01:32
and my door is always open,
00:01:34
he proclaims.
00:01:35
The issue of remote employee well-being is also not his priority.
00:01:40
Alvin is not really in favor of remote work.
00:01:43
He only takes one day of telework per week.
00:01:45
Therefore,
00:01:46
he believes that those who choose telework for their benefit
00:01:49
do not need to be coddled on top of that.
00:01:52
The challenges of working from home are their problem.
00:01:55
He reserves all his support and attention for the well-being of
00:01:58
those who come to the office more often because they show,
00:02:01
in his opinion,
00:02:02
a stronger commitment.
00:02:04
Alvin is convinced that the solution would line everyone returning to the office.
00:02:09
He sees telework as an obstacle to communication and performance.
00:02:13
Despite the advice and tools offered
00:02:15
to facilitate his effective remote management,
00:02:18
he rejects them,
00:02:19
certain he is right.
00:02:21
Of course,
00:02:21
his attitude contributes to weakening the communication
00:02:24
and performance of his hybrid team.
00:02:26
He is so convinced and worried
00:02:29
that his team ends up doubting the possible success of telework.
00:02:32
Will he manage to convince the big boss to
00:02:35
review the telework charter that was signed in 2021?

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