Management de transition

When facing critical times, (and as a reminder we’re in a crisis since the end of 2008!), French people focus their interest on simple values they hold dear : their family and hobbies. Recreational moments are now creative moments, and people enjoy simple thematic holidays (for example, lodging on a farm and participating in daily activities.) Also, cooking workshops, as well as personal and artistic development programs have never been more popular. They all have one common point : to have an interaction with others so as to shut down economical and social isolation.

Is it any different in the professional world? No! In these heavy transition moments, where social and financial elevators seem stuck, the well-being at work takes on a strategic place. Often, our forefathers accepted an intrusive management style, confined in an office with a neon flickering light…the description is a bit exaggerated, but necessary! The new working space and new managerial style are now ‘humanist’ , ‘reactive’, ‘team-work’, ‘participatory’ and the list goes on! New theories appear on the internet everyday.

The vocabulary of happiness at work is now the Chief Happiness Officer’s motto. When we allow our associates to have a share in the construction of their current or future position, using the excellent ‘Talents o Activities’ formula by Jacques Labeau, when we mix personal enjoyment and other’s appreciation of our work, when we offer ergonomic work stations that are welcoming and with an inspiring natural light…what are we really trying to share, give, and transmit?

Do we have to be a 3.0 ergonomist or get a Management MBA to see and put into place what’s needed for our teams well-being? Thankfully no! A man that you’ll most likely recognize said in the past:

“All things, therefore, that you want men to do to you, you also must do to them.”

Then a different man said : “As you do, it will be done to you.” If we consider the acquisition of our future desk as a simple business “tool,” our future commercial director’s CV purely as a performance vector, then we’re mislead. The golden rule positions everyone on a historical value : Love of others. Some might say that I’m describing a utopian professional work world! I’m only describing the most powerful force that must invigorate us all : managers, leaders, colleagues, interim managers…

Let’s say “resourcing” rather than managing, because which academical technique allows us to distinguish the real value of an associate, if not our capacity to detect his essential needs for personal and professional bliss? How can we show this value without a real interest, a sincere empathy for the person?

If interaction with others is at the heart of our hobbies, let’s make the golden rule the norm of excellency for well-being at work!