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Paradoxes of the manager Tutorial

Explore the intriguing 'Paradoxes of the Manager' in this insightful video, where we dissect the evolving roles of managers through the decades. From being a boss to a facilitator, discover how managers juggle paradoxes like fostering innovation while ensuring compliance. Join us to gain tools for thriving amidst challenges in agile environments. Unlock the secrets to effective management and embrace change!

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perfectly describes how the manager is expected to be a superhuman

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who has been adding layers to their stacked sandwich of missions since 1910.

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In 1910,

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they were asked to be the patron.

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They had to pass on their know-how and provide technical support.

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In 1930,

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they were asked to be the boss.

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They had to boost productivity

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and ensure that everyone obeyed the rules.

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In 1960

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they were asked to be the executive.

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They had to prescribe the rules and control the quality of the work.

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In 1980

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they were asked to be a leader.

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They had to inspire their teams and boost performance.

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In 2000 they were asked to be the coach.

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They had to strengthen the team's well-being and cooperation.

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In 2010

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they were asked to be an entrepreneur.

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They had to develop agility and permanent innovation,

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and in 2020 they are asked to be a facilitator.

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They must facilitate collaborative work in

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a less formal hierarchical relationship.

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Is this possible to be all of these things at once?

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In addition to this stacking of expectations,

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let us also analyze the paradoxes of the managerial function.

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Paradox one,

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doing more with less.

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The MacGyver syndrome is in feeling expressed by a large majority of executives

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who feel like they must always do better in terms of quality and productivity

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and always better

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and less expensive.

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Always more

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without having the necessary information,

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time and resources.

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Paradox two

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developing innovation and ensuring compliance with the rules.

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How can one promote and accompany change.

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While not having the flexibility to move beyond the framework,

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not having the power to change the rules,

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the bureaucracy and the established structures.

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You have to innovate,

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you have to facilitate change,

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but you can't move this,

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this and that.

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Paradox 3

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strengthening autonomy,

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initiative,

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but avoiding the risks and controlling the results.

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How can you ask a manager to delegate and empower more

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while pressurizing them about deliverables and prohibiting errors and failures?

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You need to delegate and empower more,

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but with zero errors and failures,

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and don't forget to monitor.

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Paradox 4,

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promoting cross-functional collaboration while protecting

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your scope of responsibility.

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What to do when employees are solicited by cross-functional assignments

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that make them less available for your department's roadmap.

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Managers are asked to push their employees to work on cross-functional projects,

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but how do I get them to continue to complete their

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service roadmap if they are absent one day a week?

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Paradox 5,

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boosting performance,

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all while taking care of everyone's well-being.

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How can we put more pressure on the team

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to serve the company's objectives while ensuring their well-being,

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their interests,

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and avoiding psychosocial risks?

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You have to ensure team satisfaction

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while improving the results.

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Paradox 6 adapting to the reality of the field,

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all while respecting the centralization of the decision making process.

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How can we transmit a group policy that does not seem

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to be in line with the vision on the ground?

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It's you who knows this field.

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It's you who knows how to do it and how to talk to them.

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But don't take the initiative without consulting us

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and don't contradict what the hierarchy has decided.

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Paradox 7,

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a new paradox raised today by freedom form companies.

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How do you motivate,

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empower,

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and make people responsible

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when there is a hierarchical authority

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that decides what the objectives of employees are and the rules they have to follow?

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Can individual empowerment of employees go hand in hand with a hierarchical system

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that decides for them,

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sometimes even without consulting them?

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The manager is therefore balancing on a tightrope.

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This tightrope forces them to constantly train and develop in order to move forward

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against the lack of visibility and numerous paradoxes and the various changes.

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If you are a man or a woman ready for challenge in the rest of this training,

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you will receive many tools to find

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pleasure and success in this managerial challenge.

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