Consulting Director at Qualintra
The health crisis is coupled with an economic crisis whose outcome is unknown. This uncertainty is causing upheaval in all areas of the business: strategic (forecasts, priority management, investment), human (working conditions and job retention) and financial (ability to continue to perform in a deteriorated environment).
This entirely new situation is, of course, a considerable constraint, but at the same time offers managers the opportunity to examine their behaviour and practices in order to adapt them to this different world.
Containment measurements show that a new work organisation is possible - once school rhythms have returned to normal - which can offer greater autonomy and comfort on the one hand, and forces us to be more trusting on the other.
La trust requires acceptance of these new ways of working, which need to be controlled differently. It also requires communication more effective and authentic.
From now on, it will be essential to give regular information honest about the situation, speaking "truthfully", even if it means showing vulnerability by agreeing not to know. We also need to reinvent the rites (meetings, celebrations, etc.) to maintain proximity with teams who are at a distance and worried about their future.
How to win back customers purchasing power weakened? How do you mobilise teams that have been weakened by work patterns different? How can you remain competitive under budget constraint intense? This crisis calls for emotional, situational, intellectual and operational agility.
Empathy, on the one hand, to understand expectations and behaviourThe other is frugal innovation, so that we can get going again with fewer resources and ".doing as much or more with less".
In the face of short-term pressure and disorientation in the face of the unknown, clinging on to something that makes sense can help you catch your breath. These can include landmarks such as the mission or values over a long time horizon.
Working for companies whose aim is to care for or feed people is already a solid foundation. It can also be a way of finding meaning in your work. activity The current example of support functions is a case in point.
Ensuring the continuity of the supply chain, rapidly implementing new solutions social regulations or making remote working more reliable are natural sources of pride and satisfaction.
This meaning needs to be made visible by reminding people of the mission and objectives of the company. values of the company, recognising out loud everyone's contribution and how it serves the organisation's purpose.
In simple terms, resilience is the ability to continue to perform in a changing environment. environment deteriorated. It is expressed in particular through the ability to bounce back quickly after an incident. failure or a mistake, to be open to change and believe in the future, to rely on strong values, to cooperate, to show imagination and creativity, and to take responsibility. creativity.
In the world of tomorrow, resilience is becoming a critical skill. Not only will the manager needs to be resilient, but it must ensure that its teams are too.
The tensions on employment make this mission vital. Managers must be the driving force behind a reflection These efforts will not only boost employability, but will also have a positive impact on the Group's future. As well as boosting employability, these efforts will have a positive impact on the company's future.commitment and the employer brand.
These are not new reflections, but they are salutary. There is every reason to believe that tomorrow's world of work will be different. Breakthrough leadership practices will enable us to achieve a real rethink, so that we can continue to exist in this new environment.
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