Liberated management

Any obstacle strengthens determination. Whoever has set a goal does not change it. Leonardo DeVinci

The liberated management makes it possible to activate the resilience of the company by implementing rapid changes with determination.

 I would particularly like to salute here the managers who are facing the Covid crisis with strength and courage.

First of all, I will salute the managers I have supported in their digital transformation. Seizing the opportunity to come back to work, showing the resilience and work capacity deployed by employees to maintain quality work remotely. Proof is thus provided that the employee is not taking advantage of the situation to do nothing.

There are still some reminiscences of autocratic management, indicating that it was the exceptional situation that made things like this. Management freed up to face the crisis.

A liberated management, actor of resilience

But the “crisis” situation lasts, and the manager holds his place more effectively than ever. He advances with confidence, reinvents the rules of remote collaboration, more human and more committed. He carries confidence and displays it. Their confidence is faith in the future. Which is contagious. It even impacts absenteeism.

The managers are present, support their teams remotely, find solutions, open up the choices of remote or face-to-face work.

They hold the helm, finally finding the courage to stand up and remove the muzzle that has so long held them in a secondary role as reporting managers. They are there, ready to manage.

Courage is a major element to engage a team, to give meaning, it is a basic element of C.I.D.s – Courage, Intuition, Challenge, common sense.

It is courage that brings meaning to action, the desire to give more. Céline Ricocé in her article: managerial courage is too rare a quality, particularly by pointing out the difficulties in saying no, proposing other things or even recognizing mistakes.

Some directors, such as the LDLC, are strengthening their transformation plans to give birth to harmonic management, concerned with the well-being of each person, concerned with creating meaning on a daily basis.

Others are launching pharaonic businesses to raise funds and save the planet while revolutionizing the way of thinking about the organization. They free the world of confidentiality by making open source on major environmental topics. They pave the way for global collaboration, paving the way for business synergies unmatched to date. Thus opening the breach for solidarity collaboration.

Perhaps in response to this challenge of companies working for the common good together, Total is rethinking its organization to be one of the five biggest players in zero carbon energies in 2050. Patrick Pouyanné, CEO of Total, thus signs his commitment to transform polluting companies into responsible companies.

A shift in mentality is coming, managers muzzled in a daily life made of reporting and figures, emancipate themselves at all levels and initiate a profound transformation of the economic ecosystem. They are ready for a transformation of organizations towards a lively, harmonic management.

Author: Dominique Popiolek-Ollé, Transmutation leader, Agile Executive Coach, Founder of In Imago management consultancy and disruptive transformation.