We brought together around 20 leaders over breakfast.
This event was hosted by Ségolène Mouterde CEO and co-founder of Teamstarter, she was accompanied by Laurent Pellegrin, former senior official at the Ministry of the Armed Forces and Director France of IDEMIA PSI (Public, Security and Identity) — Global leader in biometrics and identity (15,000 employees).
Laurent shared best practices and his feedback to better manage your management as a manager around 4 pillars:
- Giving meaning/Revisiting the impact we want to give (the why)
- Organize the follow-up: Results logic (the how)
- Ensuring the support of your teams (with what)
- Promote solidarity (team-community spirit)
The art of (se) leading
First, the assumption may be counterintuitive that a department does not need a manager but a Chef. And that “a chef is made to lead.”
But not just any way. Laurent therefore invites the Chef to develop a clear framework for action, i.e. to contribute to building a clear intention in order to then properly “garden talent”.
RETURN TO THE LITTLE-KNOWN FUNDAMENTALS OF MANAGEMENT
1°. As a preliminary step, the Manager must ask himself why an employee should be managed by him. There are multiple external and internal factors. This question should be asked every morning before arriving at the office, and during every major period, especially at the start of the school year. This question is a source of legitimacy.
In addition, he assessed two theoretical tools.
La Blake and Mouton grid is focused on missions, men and women in structures, to identify five positions of Head and Manager. This grid is based on the premise of the human and benevolent manager on the one hand, opposed to the very charismatic but totally task-oriented Chef who forgets his staff along the way. According to a survey of 120,000 people in the United States (Harvard Business Review), when Chefs are able to be both very demanding on the job and very supportive on a human level, they gain the support of 72% of employees. That number falls to less than 15% otherwise.
La McGregor's X and Y theory conveys the Chef's vision of the world. If he considers that subordinates and collaborators are not efficient (theory X), he will have to find incentives to make sure that he can make people work and thus compensate for a very negative vision of humans at work. On the other hand, according to theory Y, employees are there to realize themselves, calling on the Chef to garden these talents, to ensure that the conditions for the development of employees at work are developed.
In the book “Breaking traditional management rules”, GALLUP looks back on a study conducted with 105,000 employees to measure an efficient work group. The 12 questions listed should demonstrate that those who answered positively were highly effective units compared to others. It is not the salary level, the company policy, the profits, the charismatic leader, the trademark, but the manager, the N+1 that is the critical element in building and maintaining a successful collective work space.
In the base camp, employees appreciate the resources available to them to work. In camp 1, they are then asked to answer the question of what is given and received. Moreover, does the employee feel at home and what is the feeling of belonging to this entity? Furthermore, how can they progress and grow? In reality, all you need are the first six questions (base camp and camp No. 1) to do tangible work in terms of managerial improvement of teams within prefectures and others.
Discover “The Art of (se) Leading”
Download our exclusive summary that includes the entire speech of Laurent Pellegrin. Learn the secrets of leadership and effective management.
In this summary, you will find:
- Key leadership insights : Learn the fundamental principles for becoming a better leader.
- Laurent Pellegrin's management strategies : Apply proven techniques to lead successfully.
- Practical advice and concrete examples : Implement effective methods to improve your management.
Download the summary now! 💡 Complete the form below to access it.
Sommaire
