In the XXIth century, while the world changes are deeper and deeper, and as instantaneous information requires adaptation capabilities faster than ever, the manager needs to make his behavioral, relational and managerial skills evolve.
The work world evolution transform the manager role. Up to know it was about control and supervision, it turns toward skill development, vital element for the companies competitivity. The manager is the corner stone of this evolution and it’s role change from managing experts to being a manager-coach.
Our experience of training thousands of CEOs and managers for twenty years, as well as the training of French National Teams, champions and olympic medalists, allow us to say that to succeed, managers need to develop their skills in two fields :
Self management to place himself in a dynamic of change dynamics and permanent self improvement to maintain the quality of his mental attitudes, behaviors, and relational skills, at their highest level when pressure is rising.
Management of behavioral and relational skills as well as managing his teams to set a daily culture of continuous improvement, by learning and training. The goal is to make everyone individual skills evolve, as well as team processes to make the team and then the company win.
« Coaches » within the company (as well as in sport or art) have to acquire an exemplary dimension which goes beyond technical expertise to make staff grow and develop their potential.
It is very rare that companies are organized to promote these evolutions among managers and CEOs, and even less for lower hierarchical levels.
Some companies and specifically large groups have set trainings for their CEOs and high potential managers, but the key element is often missing : the training to master the interaction between the four keys of the physical, the mental, the emotional and the relational.
This expertise enables managers to develop potential, to make lasting behavioral evolutions, under growing levels of pressure and to set a collective dynamics more powerful than the sum of individual talents.
It is under those circumstances that the manager becomes a « coach ». Then he fully plays his exemplary role by releasing a training energy (rather than stress and tightness). It places himself and his staff in a state of self confidence, pleasure and calm which they successfully maintain when pressure is rising, like sailing teams on the best ships in America’s Cup.
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