Some French business leaders claim that they spend only a few hours daily to manage their activity, without harming the growth of their company. On the contrary, they see it as a way to preserve their creativity, to improve their quality of life and, paradoxically, to obtain better results. This phenomenon, still a minority, raises questions about time management, delegation and optimization of resources. For entrepreneurs looking for new models, these experiences suggest that a lightened schedule, less than 4 hours a day,, can become a real performance lever.
Reseval the concept of working time
The success of a company has long been associated with the total dedication of its manager, perceived as the most invested person in the organization. However, founders like Olivier Roland, author and entrepreneur based in France, demonstrate that it is possible to achieve ambitious objectives by limiting his work beaches. Rather than multiplying the hours of presence, it puts on short and intense slots, reserved for strategic decisions.
This approach draws its strength from a paradigm change: working less does not necessarily imply doing less. Entrepreneurs convinced by this model believe that too much availability can lead to dispersion. By reducing the duration devoted to essential tasks, they preserve their capacity for concentration and refocus on the key stages of their project, even if it means repelling everything that comes from the accessory.
The force of focus
Stan Leloup, creator of content and marketing consultant, says that limiting himself a few hours a day the help to carry out most of his missions with increased efficiency. He favors work sessions devoid of any interruption: silent telephone, closed mailbox and objectives set in advance. This strict discipline creates a framework conducive to the completion of complex tasks without being caught up in the urgency of everyday life.
According to his return from experience, the key lies in meticulous planning, combined with the ability to say no to certain projects. Instead of scattering, these entrepreneurs develop a strong specialization: they target their heart of expertise and delegate the rest to competent employees or providers. Under these conditions, each hour counts double and frees precious time to innovate or build new partnerships.
Financial and operational challenges
Adopting a lightened pace of work is not without asking financial questions. Banks and investors can be skeptical about an unreachable leader within the company. However, some French start-ups, such as that of Rodolphe Dutel (founder of Remotive), succeed in convincing partners by emphasizing their profitability and their growth, regardless of the number of hours spent by the founder behind his screen.
The fact remains that to apply this principle, a solid and profitable business model must be built. The margins must be sufficient to cover the fixed costs and reinvest in the company, even if the manager does not supervise every detail. Entrepreneurs who followed by this method emphasize the importance of defining the key processes well and setting up reliable performance indicators, in order to quickly identify any anomaly without having to remain permanently connected.
Learn to disconnect
Another issue, often underestimated, concerns the ability to mentally win. When you choose to limit your work range, it is still necessary to hold this line of driving. Some managers find it difficult to resist the temptation to check their emails in the evening or respond to urgent messages on weekends. However, this permanent availability erodes the very principle of a reduced pace and ends up generating more stress.
The success of the model is therefore based on an organization that anticipates emergencies, clearly identifying the scenarios where the manager must be contacted. The teams, trained to manage a large part of the unforeseen events, gain autonomy. Customers, for their part, get used to planned response deadlines, offset by a better thought out service and a long -term relationship of trust.
Delegation as a growth lever
To manage to work less than 4 hours a day, some founders of French SMEs rely massively on the delegation. They take care to recruit and train officials capable of managing the key divisions of the company. This distribution of decision -making power requires total transparency: budgets, objectives and constraints are shared in order to empower managers.
Freeing yourself from permanent control involves establishing a relationship based on trust with your collaborators. Experience feedback indicates that this well -accompanied autonomy strengthens the involvement of teams. Managers, less monopolized by operational management, focus on the strategy and prospecting of new markets. The company gains a clearer vision there, while employees feel valued by the room for maneuver that is granted.
A new relationship to success
This approach, which may seem counter-intuitive in the business world, questions the concept of performance and productivity. Entrepreneurs who put it into practice consider it out of a culture of presenteeism to embrace a management centered on results. They seek to illustrate that one can build a flourishing society without sacrificing your health or multiplying meetings.
Success is no longer measured by the duration of presence in an office, but to the relevance of the decisions made, to customer satisfaction and the quality of the innovations offered. Appropriate this model requires a profound questioning of the role of the manager, who must agree to withdraw and let his team take the reins on a daily basis. In return, it benefits from a more serene and more creative vision, capable of bringing out new growth relays.
