Many managers act on impulse. Between the excuses that are too frequent to be sincere and the counter-attacks, it is not always easy to be a good leader. And when the manager’s image is tarnished, it’s his career that suffers. Spotlight on the inadequate attitudes which erase all trace of the true status of business leader and focus on the 7 errors which kill the credibility of the leader.
Obviously, the various confinements, teleworking and the rise of hybrid work have profoundly transformed the role of the manager. Social networks, the media which are attentive to the slightest incident to highlight, are careful not to give them any respite.
A revealing survey
According to the managers interviewed by Cadremploi, the first 3 skills of a “good” manager are:
- The ability to delegate and trust (82%)
- Listening to team members (70%)
- The ability to make decisions (63%)
(Questionnaire administered online to Cadremploi opt-in databases – 1,935 respondents.)
63% of managers dissatisfied with their manager
A perception gap that persists
If the era of the first confinements now seems behind us, the profound transformations of hybrid work and digitalization have left lasting traces in managerial relations.
In reality, the communication problem has not been resolved:
- A perception gap still marked: According to the latest observation data from the world of work, nearly one in three managers believe they have intensified and improved communication with their teams. However, almost half of managed employees feel exactly the opposite, reporting a feeling of distance or overload of poorly targeted information.
- Relationship dissatisfaction: More than six out of ten employees say they are dissatisfied with the relationship with their direct manager (N+1). Nearly a third point to a continued deterioration in managerial practices and sometimes consider their hierarchy outdated in the face of current transformations (hybridization, integration of new IT and AI tools, pressure on productivity).
- Perceived benevolence vs. experienced reality: The identity gap remains striking. If managers mainly see themselves as benevolent (74%), empowering (58%) and transparent (50%), their teams still too often describe them as authoritarian (30%), guidelines (27%) or conveying a negative posture (24%).
What the teams are demanding and the dismay of managers
Faced with these blockages, employees’ expectations revolve around three fundamental requirements:
- Clear objectives (57%) to give meaning to everyday life and avoid micro-management.
- Real transparency (49%) on decisions and strategic vision.
- Genuine listening (44%) to take into account the realities on the ground.
However, it would be unfair to place all the responsibility on local managers alone. The latter often find themselves caught in a bind: the majority of them report a blatant lack of support within their own organization, feeling insufficiently supported by their management hierarchy (61%), their general management or their HR department (56%). Without appropriate training or managerial support at the top, transmitting calm and credible leadership to teams remains a daily challenge.
Lessons from recent research on hybrid management:
The studies carried out by the Gartner and the Harvard Business Review confirm this gap in perception (manager-employee disconnect). With the rise of hybrid working and AI tools, the role of the leader has shifted from presence control to “ micro-understanding » and clarity of objectives. Above all, teams seek psychological safety and behavioral consistency.
Keeping employees motivated and cohesion, a difficult gap
For almost half of managers (49%), the first difficulty “in the current context” is “keeping employees motivated”, while four out of ten managers find it mainly difficult to maintain cohsion within their team (42%).
1. “No time today…” or never?
“I’m overwhelmed, I don’t have time! “. This phrase is used more and more by managers and over time it becomes quite problematic for both the employer and the employee. This behavior denounces poor time managements.
Indeed, if you tell your employees that you don’t have time for them, that’s that you simply don’t know how to manage your time. The best thing is to know how to delegate, communicate and takere at least five minutes a day to think and give some time to others.
Recent lighting: Recent barometers on the burnout managerial data show that information overload and virtual meeting overload (Zoom fatigue) have aggravated this feeling of permanent urgency. An available leader is today seen as a guarantee of control and stability for the organization.
2. The leader must step back
Sometimes the leader feels overwhelmed and starts following the trend. A colleague has already prepared everything for the meeting and asks you to continue. Rather bland situation, since you immediately resume the process without recul.
It is important for the manager to know how to stay in the mode of considered action. The cocolleagues expect to see a leader who has initiative, who leads the team and not let him follow. Finally, the leader must look for ideas that suit him.
3. He apologizes too much
This is unforgivable! The leader who apologizes every time he speaks sees his image tarnished little by little. The manager is the one who decides and it is essential that he avoids these kinds of sentences: “Can I give you the figures? » or even “If you give me permission, I would like to tell you that…”.
The idThe goal is to go straight and stay assertive no matter what.
4. Trendy but out-of-date expressions
The manager must lead by example, right? By adopting the expressions of the moment or dressing according to current trends, the latter risks demeaning himself among his employees.
Most of the time, leaders are seen as dare out of date and to counter all this, they decide to imbibe the codes of the generationon Y or Z. Avoid this kind of behavior and stay yourself, assert your gcosts and your appearance.
5. He justifies himself too much
A file to be completed quickly and the clock seems to be catching up with you at full speed? No need to justify yourself, just tell the truth. It is very important for the leader to take responsibility. Under no circumstances should it beit is justified, because it could represent a form of submission.
Keep in mind that honesty is beste answer that is and don’t be afraid to speak without you justify.
6. Working in an impossible mess
Head to the manager’s office. Books, sticky notes, post-its… there is no more space left! Even if this environment suits the leader, he must think of his colleagues.
For them, all this inspiration is synonymous with disorder and can make them believe that the hierarchy is still unknown to the manager. Put everything away after completing your task. By By doing this, you show that you know how toaffirm.
7. Divided by emotions
Often it happens that an employee comes to work in a provocative mode and begins to speak to you in an unpleasant tone. The role of a good leader is to avoid doing the same.
Indeed, by filtering his emotions, the manager will manage to acquire the respect of his employees. Hes will know that the boss knows how to handle delicate situations and that he is a real leader. Adopt its sentences like:
- “Sorry, can you repeat that please?” »
- “Explain to me how this remark relates to our meeting”.
Recent contribution to emotional intelligence: Mastery of verbal de-escalation and emotional regulation (emotional regulation) are among the most valued managerial skills to maintain talent retention and avoid unproductive conflicts.
By working on these seven points, the leader will manage to self-govern and remain consistent in his actions, whatever the situation.
