00:00:06
perfectly describes how the manager is expected to be a superhuman
00:00:11
who has been adding layers to their stacked sandwich of missions since 1910.
00:00:18
they were asked to be the patron.
00:00:20
They had to pass on their know-how and provide technical support.
00:00:26
they were asked to be the boss.
00:00:28
They had to boost productivity
00:00:30
and ensure that everyone obeyed the rules.
00:00:35
they were asked to be the executive.
00:00:37
They had to prescribe the rules and control the quality of the work.
00:00:43
they were asked to be a leader.
00:00:45
They had to inspire their teams and boost performance.
00:00:49
In 2000 they were asked to be the coach.
00:00:52
They had to strengthen the team's well-being and cooperation.
00:00:58
they were asked to be an entrepreneur.
00:01:00
They had to develop agility and permanent innovation,
00:01:04
and in 2020 they are asked to be a facilitator.
00:01:08
They must facilitate collaborative work in
00:01:10
a less formal hierarchical relationship.
00:01:14
Is this possible to be all of these things at once?
00:01:18
In addition to this stacking of expectations,
00:01:22
let us also analyze the paradoxes of the managerial function.
00:01:28
doing more with less.
00:01:31
The MacGyver syndrome is in feeling expressed by a large majority of executives
00:01:36
who feel like they must always do better in terms of quality and productivity
00:01:41
and always better
00:01:43
and less expensive.
00:01:46
without having the necessary information,
00:01:49
time and resources.
00:01:52
developing innovation and ensuring compliance with the rules.
00:01:57
How can one promote and accompany change.
00:02:00
While not having the flexibility to move beyond the framework,
00:02:04
not having the power to change the rules,
00:02:06
the bureaucracy and the established structures.
00:02:09
You have to innovate,
00:02:11
you have to facilitate change,
00:02:13
but you can't move this,
00:02:17
strengthening autonomy,
00:02:20
but avoiding the risks and controlling the results.
00:02:24
How can you ask a manager to delegate and empower more
00:02:27
while pressurizing them about deliverables and prohibiting errors and failures?
00:02:32
You need to delegate and empower more,
00:02:35
but with zero errors and failures,
00:02:37
and don't forget to monitor.
00:02:41
promoting cross-functional collaboration while protecting
00:02:45
your scope of responsibility.
00:02:47
What to do when employees are solicited by cross-functional assignments
00:02:52
that make them less available for your department's roadmap.
00:02:56
Managers are asked to push their employees to work on cross-functional projects,
00:03:01
but how do I get them to continue to complete their
00:03:03
service roadmap if they are absent one day a week?
00:03:08
boosting performance,
00:03:10
all while taking care of everyone's well-being.
00:03:14
How can we put more pressure on the team
00:03:16
to serve the company's objectives while ensuring their well-being,
00:03:21
their interests,
00:03:21
and avoiding psychosocial risks?
00:03:25
You have to ensure team satisfaction
00:03:28
while improving the results.
00:03:30
Paradox 6 adapting to the reality of the field,
00:03:34
all while respecting the centralization of the decision making process.
00:03:39
How can we transmit a group policy that does not seem
00:03:43
to be in line with the vision on the ground?
00:03:46
It's you who knows this field.
00:03:48
It's you who knows how to do it and how to talk to them.
00:03:51
But don't take the initiative without consulting us
00:03:54
and don't contradict what the hierarchy has decided.
00:03:59
a new paradox raised today by freedom form companies.
00:04:03
How do you motivate,
00:04:05
and make people responsible
00:04:07
when there is a hierarchical authority
00:04:10
that decides what the objectives of employees are and the rules they have to follow?
00:04:15
Can individual empowerment of employees go hand in hand with a hierarchical system
00:04:21
that decides for them,
00:04:23
sometimes even without consulting them?
00:04:26
The manager is therefore balancing on a tightrope.
00:04:30
This tightrope forces them to constantly train and develop in order to move forward
00:04:36
against the lack of visibility and numerous paradoxes and the various changes.
00:04:42
If you are a man or a woman ready for challenge in the rest of this training,
00:04:47
you will receive many tools to find
00:04:49
pleasure and success in this managerial challenge.
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