Manager: What is the perception in business?
14 July 2016
Read by 5697 persons
"To be Caliph in place of the Caliph", this dream that everyone has secretly cherished at least once! Is the position of boss enviable? Not so sure. Because managing a team is far from simple, because it relies on many predispositions and a strong, unwavering will.
Today, moreover, we no longer speak of a boss but of a "manager", a "manager", or even a "leader" because it is no longer enough to be the one who enforces the rules, but to be the head of a real team, to get them to adhere to a common project, to work towards it, to manage the Human and to succeed in uniting individuals in common and lasting actions and constructions.
The figure of the Manager
Ultimately, "being a boss" or Manager is a position of injustice. Indeed, whatever he does and is, the manager is poorly perceived by employees, simply because he is the image of Authority, generally paternal.
To get to the essential, and by caricaturing to the extreme, we grant you, we will say that there are two images of "Boss":
The "paternalistic boss", who will tend to infantilize individuals, who will therefore oppose him.
The "maternalistic boss", who will tend to mother, brood, protect, and to whom one will oppose in the same way but for other unconscious reasons.
Becoming a Manager
Everyone imagines that being a manager is simply having more responsibilities, therefore more weight in the company and more recognition.
Certainly, becoming a Manager means gaining a significant number of advantages, but it also means gaining additional stress insofar as:
- one is exposed daily, constantly, to the gaze and judgment, not necessarily benevolent, of others!
- one must make choices and make decisions more important than those faced by others!
- one is somewhat isolated in one's power!
- one often works much more!
- one is well forced, to lead the ship, to maintain within oneself a strong motivation, great flexibility and a certain openness of mind.
The role of the Manager
It is not easy to clearly define the contours of the role of manager.
It is, of course, not only a matter of increasing the productivity and profits of one's entity, but also of contributing to the fulfillment of the members of one's team, of playing team spirit, of building and managing it over the days and the evolutions of each.
The "good" manager is, today, the one we call the "minute manager", the one who obtains good results in a short time. The equivalent, here, would be the famous "team captain".
Two scenarios:
Either the manager comes from the team he manages and the whole challenge is that he manages to position himself between taking authority and former colleagues, who will continue to do as before, that is to say, play the card of cronyism... Or, quite the opposite, they will abruptly put a great distance.
Either the manager comes from outside, in a team he does not know and it is recognition and approval that come into play: his legitimacy will be tested very quickly, within the shortest possible time, by the team.
To summarize, being a credible and recognized Manager is ultimately acting on 5 fundamental points:
Philippe Montant
General Manager ReKrute
Today, moreover, we no longer speak of a boss but of a "manager", a "manager", or even a "leader" because it is no longer enough to be the one who enforces the rules, but to be the head of a real team, to get them to adhere to a common project, to work towards it, to manage the Human and to succeed in uniting individuals in common and lasting actions and constructions.
The figure of the Manager
Ultimately, "being a boss" or Manager is a position of injustice. Indeed, whatever he does and is, the manager is poorly perceived by employees, simply because he is the image of Authority, generally paternal.
To get to the essential, and by caricaturing to the extreme, we grant you, we will say that there are two images of "Boss":
The "paternalistic boss", who will tend to infantilize individuals, who will therefore oppose him.
The "maternalistic boss", who will tend to mother, brood, protect, and to whom one will oppose in the same way but for other unconscious reasons.
Becoming a Manager
Everyone imagines that being a manager is simply having more responsibilities, therefore more weight in the company and more recognition.
Certainly, becoming a Manager means gaining a significant number of advantages, but it also means gaining additional stress insofar as:
- one is exposed daily, constantly, to the gaze and judgment, not necessarily benevolent, of others!
- one must make choices and make decisions more important than those faced by others!
- one is somewhat isolated in one's power!
- one often works much more!
- one is well forced, to lead the ship, to maintain within oneself a strong motivation, great flexibility and a certain openness of mind.
The role of the Manager
It is not easy to clearly define the contours of the role of manager.
It is, of course, not only a matter of increasing the productivity and profits of one's entity, but also of contributing to the fulfillment of the members of one's team, of playing team spirit, of building and managing it over the days and the evolutions of each.
The "good" manager is, today, the one we call the "minute manager", the one who obtains good results in a short time. The equivalent, here, would be the famous "team captain".
Two scenarios:
Either the manager comes from the team he manages and the whole challenge is that he manages to position himself between taking authority and former colleagues, who will continue to do as before, that is to say, play the card of cronyism... Or, quite the opposite, they will abruptly put a great distance.
Either the manager comes from outside, in a team he does not know and it is recognition and approval that come into play: his legitimacy will be tested very quickly, within the shortest possible time, by the team.
To summarize, being a credible and recognized Manager is ultimately acting on 5 fundamental points:
- Knowing how to communicate accurately with one's collaborators,
- Creating a climate of trust and mutual esteem,
- Empowering one's collaborators without angering them with the importance of the task,
- Giving impulses by launching projects and, at the same time, creating impulse in others,
- Learning to know each collaborator while never losing sight of team spirit.
Philippe Montant
General Manager ReKrute
