Manager de Manager: new responsibilities
Few executives and senior managers are as successful in their jobs as was expected and hoped when they were hired, promoted or restructured.
In most cases, however, these managers of managers have shown intelligence and initiative, and have actively contributed to the development of the organisation.
Why do managers of managers fail?
Whether the challenge is a blank page to fill, a change of direction or an adjustment to what already exists, without new learning, without a new perspective, they are bound to fail.
The 3 reasons:
- They haven't (yet) assimilated the fact that having more responsibilities and bigger teams doesn't mean using a more powerful version of the same 'machine' they were using before. When they took on their new responsibilities, they changed their environment.
- They have not sufficiently adapted their approach and methods to solve the new problems they face. Repeating what worked before doesn't work.
- Wanting to occupy a managerial or executive position is not the same thing as wanting to do the in-depth work involved in learning a leadership posture.
Resisting and not taking the time to develop the right posture is like flying off to an exciting new destination, and preferring to stay in your comfort zone without leaving the airport!
Read also : how do you manage the managers in your teams?
A manager's manager: the challenges of taking on new responsibilities
Let's clarify the difference between a 'leader on the one hand, and a director or manager on the other hand
In the end, for managers and executives, the question is not "do I have the posture of a leader? or "do I have the posture of a good leader? "Do I have the best possible leadership posture in this situation of change, adapted to the needs of the teams around me?
Manager coaching for managers
Our approach to supporting them in their new responsibilities
My coaching often aims to :
The benefits of my one-to-one coaching for managers of managers
- We start by getting to know each other to see if we'd like to work together, during an initial one-hour discussion. If we decide to work together, we're in! If we decide not to work together, I don't charge for this first meeting.
- I offer tailor-made coaching: I define the number of sessions, duration, frequency and location (face-to-face or remote), depending on the context and needs of each individual. I can also suggest (or not) exercises to do between sessions.
- I work in French or English.
- Your company plays an active role during the coaching process: the line manager and/or HR are present at the start to frame the coaching process, and then at the end of the coaching to share the results.
- I propose a systemic approach to take into account both the organisational environment and the relational aspects between employees.
- The methodological framework for coaching is guaranteed by a contract and by my compliance with the ethical commitments of the International Coaching Federation, in particular regular professional supervision, coupled with intervision between certified peer coaches.
How does one-to-one coaching work with managers as they take on new responsibilities?
Duration and frequency
In general, 8 to 12 sessions of 60 to 90 minutes over 6 to 12 months. These sessions are supported by two 1.5-hour tripartite sessions with the company to validate the coaching objectives.
Location
Face-to-face in premises that protect the confidentiality of exchanges (Paris 15th arrondissement) and/or remotely via Zoom.
Let's work together!
Support schemes linked to this theme
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Questions I'm often asked about supporting managers in their new responsibilities
Why support managers in their new responsibilities?
- In terms of the image and loyalty of executives and senior managers, this type of individual coaching enables the company to build greater loyalty, through the attention it pays to career development.
- Preparing the leadership team for situations of change makes it easier for everyone to succeed.
Our managers of managers are not all French speakers...
What managerial skills does a manager of managers need?
A manager of managers, or a line manager who supervises other managers, needs to have a set of managerial skills to succeed in their role. Here are a few key skills for managers to master:
- Leadership: An effective manager inspires and guides his team of managers by communicating his vision and mobilising his team to achieve common goals.
- Human resources management: A manager of managers knows how to manage his or her team's human resources effectively, in particular by recruiting, training and developing team members.
- Operations management : A manager's manager understands the company's operations and adapts his or her team's activities to achieve the company's objectives.
- Change management: A manager's manager adapts to organisational changes and transitions by communicating effectively with his or her team, to better grasp each new situation.
- Conflict management: A manager can deal with conflicts between team members or with other teams in the company.
- Effective communication: A manager's manager communicates clearly and effectively with the members of his or her team, as well as with other company stakeholders.
- Strategic development: A manager's manager understands the company's strategic vision and develops action plans to support these objectives.
- Decision-making: A manager's manager makes effective, well-informed decisions for his or her team and for the company as a whole.
- Coaching, mentoring and proximity management: the role of manager implies that the manager adopts a coaching or mentoring stance with the members of his or her team, as required, to help them share best practice and develop their skills and careers.
At the end of the day, the role of manager of managers relies heavily on the day-to-day work of the teams.
What is proximity management?
Proximity management is a team management method, a management style, which consists of directly supervising team members by being present and providing them with constant support. It's a style of behaviour that involves regular communication, active observation and personalised support for team members.
Local managers are present on the ground, observing and listening to their team members, supporting them in their day-to-day tasks and accompanying them in their professional development.
In companies, proximity management is often seen as an alternative to remote management or authoritarian management, which can sometimes cause distance between the manager and his teams. Management practices encourage a relationship of trust, collaboration and support between the operational manager and his or her team.
This type of team management can have significant benefits, including better communication, greater involvement of team members, increased productivity and reduced absenteeism.
