00:00:06
What really changes?
00:00:08
To tell you the truth,
00:00:09
it's a radical change.
00:00:11
Another way of thinking,
00:00:12
another way of being,
00:00:14
and another way of acting.
00:00:16
Perhaps you thought that you'd have more power and freedom.
00:00:19
that's partially true.
00:00:22
you will have 3 major responsibilities to manage.
00:00:26
A responsibility for results,
00:00:28
for employee satisfaction,
00:00:30
their motivation,
00:00:31
and for implementing the group's policies.
00:00:34
First and foremost,
00:00:36
you are responsible for the result,
00:00:38
not just for your own results,
00:00:40
but for the entire team as well.
00:00:43
Your deliverables on which you will be evaluated are the team's deliverables.
00:00:48
You will be under pressure from above
00:00:50
to ensure that every employee performs effectively.
00:00:54
You will have to report on every performance discrepancy.
00:00:58
A manager justifying poor results by criticizing their
00:01:02
employees or work environment will not be heard.
00:01:05
They have to take responsibility.
00:01:08
As long as a manager remains stuck in complaining and justifying themselves,
00:01:13
they will be blocked in their management development.
00:01:16
You therefore need to cultivate a results-based culture
00:01:20
by defining objectives,
00:01:21
ensuring skills,
00:01:23
and applying a follow up.
00:01:26
you are responsible for the satisfaction of the team.
00:01:30
You will be recognized as a skilled manager,
00:01:33
not only if the results are satisfactory,
00:01:36
but also if the teams are satisfied.
00:01:39
A manager with whom we enjoy working,
00:01:41
who motivates us,
00:01:43
who generates trust,
00:01:44
who brings out the best in us,
00:01:47
that manager will build their reputation as a leader.
00:01:50
It is possible to be both a demanding
00:01:53
manager and a manager who generates satisfaction.
00:01:57
Satisfaction because they listen.
00:01:59
Because they generate motivation,
00:02:02
because they take needs into consideration,
00:02:04
and because they give positive feedback,
00:02:07
HR departments will also be able to measure the satisfaction of the teams.
00:02:12
Because there are fewer complex situations to manage,
00:02:16
there is less staff turnover,
00:02:18
less psychosocial risks,
00:02:21
less strikes or sickness leaves,
00:02:23
even during a period of transition.
00:02:27
the last obligation of a manager is to be the representative of the group's policy.
00:02:33
Maybe you have gained some leeway in your decisions and actions,
00:02:37
but you are still bound by the norms,
00:02:40
the rules and decisions of your senior management,
00:02:43
and you are expected to take over and relay these decisions in
00:02:47
order to ensure that your team lives them on a daily basis.
00:02:52
You are a link in the chain of command.
00:02:55
And the larger the pyramid,
00:02:57
the further away you will be from the decision makers,
00:03:01
which can lead to misunderstandings and frustrations.
00:03:06
most companies are learning to be more attentive to their employees' needs,
00:03:10
especially when implementing restructuring projects,
00:03:13
but this is not yet the case everywhere.
00:03:16
How do you position yourself when the group's
00:03:19
policy does not correspond with your personal convictions?
00:03:23
How do you communicate with your teams then?
00:03:25
Today's management culture expects you to
00:03:28
take full responsibility for all hierarchical decisions
00:03:32
and implement them
00:03:34
without sharing your doubts with your employees,
00:03:37
unless this is not compatible with your values.
00:03:42
there are 3 responsibilities of the manager,
00:03:45
a responsibility for results,
00:03:47
for employee satisfaction,
00:03:49
their motivation,
00:03:50
and for implementing the group's policy.
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