“A good manager is neither authoritarian nor lax”

We often hear that managing people in an organization is what is the most difficult. Yes, managing teams is not easy, assures Aymeric Bouthéon, director of H Conseil, a training organization based in Vannes. With a team of 12 trainers spread across France, H Conseil provides modules dedicated to management throughout France. To manage, there are very useful natural qualities, he explains, some have, for example, interpersonal intelligence, others the ability to immediately remember first names and faces, others show a welcome composure when a situation becomes tense… and others, not at all . There is innate and acquired.

Although certain human qualities are real assets, they are not everything. Management requires many other skills: communicating effectively with your teams and with others, establishing a fair position of authority, motivating, being loyal to your management, knowing how to reframe while making progress, knowing how to delegate, etc. An exciting job, which can become (very) trying for the manager and his teams if he does not have methods and tools to carry out his role calmly.

Learning to be a manager is reassuring

Since 2018, the Vendée company LG Industrie, which has 270 employees, including 50 field managers, has systematically provided two-day management training, provided by H Conseil. “The majority of our managers are technicians promoted internally. It is essential to support themconfirms Marine Banchereau, HR manager of the company. The idea is that they learn to give feedback to their teams, positive or not, that they know how to conduct an evaluation interview with our internal tools. It’s reassuring for them and for us.”

Managers promoted internally may need training to succeed in their new role. | GETTY IMAGES
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Managers promoted internally may need training to succeed in their new role. | GETTY IMAGES

Management that is both human and effective

LG Industrie has chosen the two-day training module called “Human and effective management” which allows managers to acquire essential postures and practices. “This training is deployed everywhere in mainland France and overseas. In inter-entity sessions with participants from different backgrounds or internally within organizations. It is ideal for managers needing benchmarks, reassurance or questioning, specifies Aymeric Bouthéon. This program is acclaimed by all its participants, for its pragmatic and original approach, with new tools and models.

The “orphans of management”

The case of managers promoted internally is particularly interesting. Aymeric Bouthéon calls them “management orphans” because contrary to what is practiced by LG Industrie, many entities do not train them for their new functions.

For those who find themselves managing former colleagues, for example, establishing a new relationship is not always easy: How can you say that a break is too long? That multiple delays are not acceptable? That work lacks rigor? “If the situation deteriorates, the manager will call HR for help. However, it is its role to make the first calls to order, correctly, explains Aymeric Bouthéon, who describes management as the search for a balance never won between two extremes to be avoided, excessive authoritarianism which establishes distrust and laxity which demobilizes. Authority is not a power to crush others and stay in place. It is a service for others to grow, in a clear, reassuring, motivating framework..

Assume your role as manager with loyalty

A manager therefore assumes a delicate mix of demands and benevolence, even if it is not simple. For Aymeric Bouthéon, it can be tempting to sweep a conflict under the rug, to say nothing, not to reframe a colleague, to buy social peace. But this form of cowardice is always harmful in the long term.

And we also expect the manager to be aligned with his employer, relaying and embodying the meaning, values ​​and messages of his management. It is not easy, especially when decisions are not unanimous. In these situations, training can really support a manager, so that he can take on the more difficult facets of his role.adds the latter.

Managing today: making people a strength

Suffering at work exists. Bad atmosphere, hectic pace, exhaustion, burn-out or bore-out… Some of these situations are linked to an indifferent management context, too mechanical, not human enough. The manager must take care of his team, like a coach takes care of his playersconfirms Aymeric Bouthéon.

Too much suffering at work is linked to the management context. | GETTY IMAGES/ISTOCKPHOTO
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Too much suffering at work is linked to the management context. | GETTY IMAGES/ISTOCKPHOTO

Today, new generations are changing the world of work: if they feel that their manager is not up to standard or that the atmosphere in the department is harmful, they resign, even without a plan b. It is less common to cling to your position while suffering. It was sometimes an initiation rite or a normal thing in the past.

But while recruiting requires considerable energy, it is regrettable that this effort is undermined by managerial issues. To recruit, detect, develop and retain talent, you need good managers underlines Aymeric Bouthéon.

Local managers are the essential links so that people are a force and a lever for moving forward, and not an inevitable fate, a weak point. Taking care of managers, supporting them, training them is a capital investment for organizations. Those who neglect their managers always pay for it, indicates Aymeric Bouthéon who concludes, the stakes are high for organizations. And beyond for all of society, because it concerns the lives of thousands of men and women.

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