Qualities Sought in Top-Level Managers
30 November 2011
Read by 2365 persons
Two, three, or even six months. The recruitment process is often very long, especially when it comes to filling a top-level management position. Companies want to do their best to avoid any mistakes that could have serious consequences. As such, the criteria for choosing the ideal candidate are strict. When drawing a profile of the ideal manager, several managers and consultants we interviewed mentioned practically the same qualities. It is obvious that to lead a team, it is essential to be an expert in one's field. Only then can one command respect from collaborators, colleagues at the same hierarchical level, and superiors.
However, nothing is completely guaranteed without personal qualities, which are equally important because they allow one to thrive in any environment. Commitment, integrity, empathy, involvement, initiative, sense of belonging, solidarity, communication skills, critical thinking, sense of responsibility, assertive personality, discretion, listening skills, and technical skills... all this comes up most often when questioning HR specialists.
Mohamed Berhili, CEO of the Hapimag Palmeraie Marrakech group, points out that personal qualities are essential in 70% of cases during recruitment, "especially in a sector like hospitality/tourism, it is imperative that candidates know how to behave in front of clients."
For his part, Abdelillah Sefrioui, a human resources consultant, specifies that today's manager must take into account a new reality, that of having an HR role. He is expected to have teamwork and delegation skills. From the point of view of aptitude, the manager even transforms into a modern guru, capable of combining listening skills, self-confidence, charisma, and speed of action.
In contrast to the executive manager, the responsible manager must take a step back and look at the bigger picture. To achieve this, they must dedicate time to reflection, implement networks of knowledge, and deploy organizations that encourage experience sharing. "But to carry out these new tasks, they should no longer have to justify themselves as a mere producer," emphasizes Mr. Sefrioui, adding that "we must therefore reinvent the ways of working in companies, learn to delegate much more, and organize ourselves differently..."
Company culture and organizational methods considerably influence the definition of the qualities expected of a manager. "One can be perfectly efficient in one company and not in another," continues Mr. Sefrioui. Some companies appreciate ambitious and driven young managers, while others will emphasize humility and rigor. But most also expect a certain degree of conformity.
Hicham Lakhmiri, CEO of the Amaljob portal, returns to the fundamentals. "The first quality to develop is modesty. It's a concept that is not always highly valued in terms of image, yet genuine modesty combined with an entrepreneurial spirit and well-placed ambition are the keys to success. Conversely, the lack of modesty often generates an inability to question oneself, to listen to others, to learn from one's mistakes... and ultimately to evolve," he specifies.
A manager's image is reflected in their collaborators
On the other hand, some managers say that intuition also plays an important role. In other words, the employment contract is above all the link that unites an employer and their employee, but feelings often get involved. This is a factor that is practically impossible to ignore. Generally, resignations for "personal reasons" or to "reflect on a personal project" often hide the deterioration of an emotional relationship: I can't stand him, and vice versa, it is therefore no longer possible to work together. These human aspects are the most difficult to manage in a professional relationship, especially since we assume that competence is, in absolute terms, a constant or at least should be considered as such.
In any case, it would be an illusion to expect to have a "perfect candidate" at hand, to borrow the consultants' caricature of the profiles employers submit to them. Mr. Sefrioui rightly points this out. For him, "a good manager doesn't exist; it is up to the company to shape its human resources by coaching them."
This begins with recruitment. It is an operation to be carried out with caution, especially if it concerns a close collaborator. In principle, the series of tests carried out during recruitments make it possible to identify more or less correctly the professional or technical skills and the essential personal qualities of the future collaborator. "These criteria make it possible to limit damage upstream. They are, however, insufficient to maintain a relationship intact. These criteria also depend on the boss and their way of working," estimates Mr. Sefrioui. He adds that "perfect agreement between a manager and their collaborators is never guaranteed. A relationship is built durably and maintained." And, to drive the point home, he specifies that it is indecent to demand of someone a system of values that one does not adhere to. This means that a manager's image is reflected in their collaborator(s).
Mohamed Berhili continues the reasoning from the angle of people management, emphasizing that one cannot demand the same motivations from one's collaborator as one's own if one does not compensate them properly. In short, one must be irreproachable in terms of management to attract loyal employees.
Brahim Habriche.
La Vie éco
Published November 7, 2011.
Posted online November 30, 2011.
However, nothing is completely guaranteed without personal qualities, which are equally important because they allow one to thrive in any environment. Commitment, integrity, empathy, involvement, initiative, sense of belonging, solidarity, communication skills, critical thinking, sense of responsibility, assertive personality, discretion, listening skills, and technical skills... all this comes up most often when questioning HR specialists.
Mohamed Berhili, CEO of the Hapimag Palmeraie Marrakech group, points out that personal qualities are essential in 70% of cases during recruitment, "especially in a sector like hospitality/tourism, it is imperative that candidates know how to behave in front of clients."
For his part, Abdelillah Sefrioui, a human resources consultant, specifies that today's manager must take into account a new reality, that of having an HR role. He is expected to have teamwork and delegation skills. From the point of view of aptitude, the manager even transforms into a modern guru, capable of combining listening skills, self-confidence, charisma, and speed of action.
In contrast to the executive manager, the responsible manager must take a step back and look at the bigger picture. To achieve this, they must dedicate time to reflection, implement networks of knowledge, and deploy organizations that encourage experience sharing. "But to carry out these new tasks, they should no longer have to justify themselves as a mere producer," emphasizes Mr. Sefrioui, adding that "we must therefore reinvent the ways of working in companies, learn to delegate much more, and organize ourselves differently..."
Company culture and organizational methods considerably influence the definition of the qualities expected of a manager. "One can be perfectly efficient in one company and not in another," continues Mr. Sefrioui. Some companies appreciate ambitious and driven young managers, while others will emphasize humility and rigor. But most also expect a certain degree of conformity.
Hicham Lakhmiri, CEO of the Amaljob portal, returns to the fundamentals. "The first quality to develop is modesty. It's a concept that is not always highly valued in terms of image, yet genuine modesty combined with an entrepreneurial spirit and well-placed ambition are the keys to success. Conversely, the lack of modesty often generates an inability to question oneself, to listen to others, to learn from one's mistakes... and ultimately to evolve," he specifies.
A manager's image is reflected in their collaborators
On the other hand, some managers say that intuition also plays an important role. In other words, the employment contract is above all the link that unites an employer and their employee, but feelings often get involved. This is a factor that is practically impossible to ignore. Generally, resignations for "personal reasons" or to "reflect on a personal project" often hide the deterioration of an emotional relationship: I can't stand him, and vice versa, it is therefore no longer possible to work together. These human aspects are the most difficult to manage in a professional relationship, especially since we assume that competence is, in absolute terms, a constant or at least should be considered as such.
In any case, it would be an illusion to expect to have a "perfect candidate" at hand, to borrow the consultants' caricature of the profiles employers submit to them. Mr. Sefrioui rightly points this out. For him, "a good manager doesn't exist; it is up to the company to shape its human resources by coaching them."
This begins with recruitment. It is an operation to be carried out with caution, especially if it concerns a close collaborator. In principle, the series of tests carried out during recruitments make it possible to identify more or less correctly the professional or technical skills and the essential personal qualities of the future collaborator. "These criteria make it possible to limit damage upstream. They are, however, insufficient to maintain a relationship intact. These criteria also depend on the boss and their way of working," estimates Mr. Sefrioui. He adds that "perfect agreement between a manager and their collaborators is never guaranteed. A relationship is built durably and maintained." And, to drive the point home, he specifies that it is indecent to demand of someone a system of values that one does not adhere to. This means that a manager's image is reflected in their collaborator(s).
Mohamed Berhili continues the reasoning from the angle of people management, emphasizing that one cannot demand the same motivations from one's collaborator as one's own if one does not compensate them properly. In short, one must be irreproachable in terms of management to attract loyal employees.
Brahim Habriche.
La Vie éco
Published November 7, 2011.
Posted online November 30, 2011.
