In many areas, the health crisis has revealed and often accelerated underlying trends that were beginning to emerge. The managerial field is no exception. The crisis has revealed the deep cracks that have been cracking our beautiful hierarchical pyramids for some time. We had already been talking for several years about the crisis in managerial vocations, which was clearly reflected: our young graduates were much less eager to supervise a team than their elders, to whom we had always presented that professional success went through ascension. managerial and that this was measured against the size of the supervised teams. still in progress in a certain number of companies are factories with professional malaise even for some with burn-outs. Indeed, for a long time, the operational technical competence was retained as a criterion for access to management. The best operational staff thus became managers regardless of their real management skills and their ability to lead teams. Because the progression that was offered to them could only go through managerial responsibilities. Perhaps they worked faster and had more time to supervise or they had better technical or operational control that they would automatically know how to pass or guarantee. In addition, these new graduates had to adapt and at best be trained on tools while the real subject lies in the appropriation of a positioning and a managerial posture, which is far from being obvious to everyone. .
The increasing complexity of environments (CSR, social law, quality, etc.) and the transformation of organizations have started to undermine pyramid organizations and have favored the development of transversal management and management project in order to dissociate operational relationship and hierarchical relationship. These modalities, which present other complexities to manage, have not resolved an increasingly obvious managerial malaise. They have contributed to devalue traditional organizations and have led some companies to seek to crush managerial lines in order to put in place rake organizations, as large as they are manageable.
It is in this uncertain landscape and already generating fragility that the health crisis arrived and forced in its first period systematically, then in a more organized but generalized way, to set up teleworking generating the installation of remote management then hybrid with a partial return to the office. These new conditions have placed even more pressure on managers on the survival of organizations and their ability to continue to operate in this degraded context. Managers quickly felt the weight of more individual monitoring of employees, the need to adapt their practices to detect situations of fragility or distress but also to recreate and lead a new work group damaged by the crisis. At the heart of reconstruction mechanisms, managerial lines must reinvent themselves to support their teams in these new work organizations but also in a context of rapid development (and obsolescence) of skills, particularly towards digital; increased turnover or encysted certain profiles and the need to quickly recruit rare profiles in a landscape of skills shortage.
“Managers quickly felt the weight of more individual monitoring of employees, the need to adapt their practices to detect situations of fragility or distress… ”
Rethinking organizations, supporting changes necessary for their skills (and develop theirs as well), managing a growing standard deviation between profiles and employees who are clearly unequal in the face of the crisis, are all challenges that are added to the already heavy and not always attractive missions of managers.
We must more than ever value and recognize the value of their missions and the fact that they represent the backbone of each of our organizations. No, managerial assignments cannot be learned on the job, and do not always result from a common sense logic that everyone would have. At Comundi , we believe that managers must have training that meets three objectives: allowing them to think about and define the right posture and the right positioning at within their organization in order to give meaning to their missions; enable them to equip their managerial actions in order to save time and secure their practices, and finally enable them to break their managerial loneliness by integrating them into professional and learning communities that reassure and challenge them.
Our managers are too strategic a framework for our companies not to offer them quality training support that is directly operational for them and able to feed their professional practices by giving them back the strategic vision which gives meaning to their missions. Managerial skills often referred to as soft skills are certainly not soft, they are strategic and essential skills. Being a manager is a job.
Claire Pascal , CEO of Comundi Compétences and Vice-President of the Federation of Vocational Training
With our partner Comundi:
Founded in 1987, Comundi is one of the leading players in vocational training in France, specializing in skills development. It is mainly aimed at managers and executives in the private and public sectors.
Comundi training courses are developed in close collaboration with trainers renowned for their expertise and pedagogy.
With an offer of more than 916 inter-company training, Comundi also offers intra-company training, tailor-made, advice and coaching, and training 12 professionals per year.
For more information: www. comundi.fr