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I hear you sometimes to tell that the manager has to be the complement of the team that it frames. Can - you to explain me what you mean because it seems me that the authority is some natural thing, it is or is not .
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I would tell rather than the authority bears or does not born because it develops in an environment and a company given. The authority decomposes in qualities, quality gold, that learns. The manager has to develop qualities some himself because all learns and one does not born manager. Before to be intelligent, one is naive, before to be psychologist, one is blunderer, before to be actor, one is Sir - the -world and before to be manager, one is student or worker.
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It seems me nevertheless that a manager has first to make feel that it is there.
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Of course that it has "to make feel that it is there", but it has all as much "to be there, available" when it is necessary. It is this duality that allows it to be the complement of its team.
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You mean that it has also to be "present without being on the back"?
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The manager has indeed to know not to be "neither too there, nor enough there". It is a fundamental notion that can escape a young manager that, after diplomas or others professional experiences, is brought to frame a team. It can have the impression not to know how to take there to to be made accept. But all tests that it will make in this senses can only fail because it does not concern for a manager to be made accept the team but to be its complement.
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Why do you tell that to be made accept is a false receipt?
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If the young manager puts in head to be made accept, it is going to seek to render useful to render nice. Wage-earner gold managed can not to understand or badly to interpret. And in any event, this is not what they wait a foreman. It has to render useful only on this whose wage-earners need. But some most, it has to develop a clean work, that helps with work, that anticipates, and that rules problems.
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What qualities would have according to to develop you the manager to "make feel that it is there"?
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The manager has to develop two qualities to reply to your question. I would tell that the manager has first to be present. If its team tells "to what it serves if it is not visible", it has all false.
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You mean that it has to happen the contrary, that the manager is "present" when it is visible not?
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Exact. But in order that wage-earners managed could tell "it works for us" when they do not see it, it is necessary obviously that it develops a clean complement work, and that it makes it know.
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What do you hear by a clean complement work?
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The clean work decomposes in two stains: "to avoid problems" and "to rule problems". The manager has to "avoid problems" by observing if work and security conditions of its team are satisfactory, by making analyses and syntheses of what is produced by its team and the organization in which it works, by adapting or creating means to each new goal that it appoints. The manager has to "rule problems" by returning positive elements or by finding a solution, even provisional, when a problem is evoked, by not returning these problems to too late or by returning them on an other, that it is its team or in an other service.
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You have evoked two qualities the manager to "make feel that it is there". What haveed according to you to be this new quality?
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I would tell that the manager has to invest. To invest, it is necessary to make and not wait or decline arms. The investment develops by two stains: "to take initiatives" and "to imply in solutions". The manager has "to take initiatives" because if wage-earners of the team tell "it waits that whole comes across it a tray" or "it leaves things to degrade", it has all false. "To take initiatives", is dared it to take its time to help to the resolution of problems, is with members of its team, is while to be going to see others persons others services to seek replies. The manager has to "imply in solutions" because the manager loses all credit in its team if it happy to tell that "it is necessary to be going to see an other nobody" that it or that "the problem can be solved". It is the role of the manager to be going to see the other persons for the resolution of the problem, and it is its role also to put at stake in the face of a refusal or a prevarication of an other responsible, was - it a hierarchical superior.
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You mean that it has to feel personally implied makes a hierarchical superior?
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Exact.
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I hear well now the two possibilities that you judge necessary that the manager develops some it to "make feel that it is there". What qualities would have according to to develop you the manager to "to be there, available"?
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To "to be there, available", the manager has first "to be there", to the listening. To know to listen, it is first known what is the character of each of members of the team.
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There are nevertheless wage-earners with that one hears better naturally that with others and if a Responsible of Human Resources it can, it goes to take account some in the choice of the team or in that the manager.
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Indeed, but one of the qualities of the manager is also to know to listen whatever is its clean character because if the manager can impose its clean trains, it does not have especially to imagine be able to impose its clean character.
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What has do the manager and how has it listen to make it?
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By making a mediocre work, a human being, to less to be slave or serf, can allow to comment it. The French law of the work has in order that anticipated meetings of free expression of team wage-earners. Even to the daily, nothing is made without that each not to making understand in what conditions it has made a work or what that has costed it. The role of the manager is not to look that the result of a stain, but to know to listen what is told before, during and after. It has to listen notably before because in the face of all new work or made in different conditions, it is rare that wage-earners of a team do not make know what are means that they estimate necessary.
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The role of the manager is nevertheless to decide
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More deeply, the role of the manager is to decide at best, that is to say by taking account remarks. Even the "listening" of the manager be has to be active and with two ears. If it has to take a decision, it has to know to collect several notice. If there is a fact that it sees, it does not have to risk to the mood under sorrow to worsen the problem with replies of the shepherd to the shepherdess. If there is a problem that is ascended it, it does not have to take for ready cash what is told because that that brings can have a manipulation or dump interest of responsibility. The truth is in lived it the wage-earner and not in the interpretation of an other, was - it a chief. To know to listen for a manager, it is finally known to look. It has to understand how wage-earners work and how are made passages of order.
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Can you analyze me the second quality of the manager to "to be present, available"?
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The manager has also to be available. If wage-earners of the team tell that "it pastes us to the bum", that "it is a brake to the work", it is that it has all false. The manager has first to know when the time is rigorous or stormy, that its team needs coat or a protection, and in Summer when all is fine. Brief, the manager has to dare to defend its team in function of work conditions that it are clean. If a wage-earner has problems, it is that there is some thing that exceeds it, and a foreman is made to what exceeds the wage-earner in the strict application of its contract and its definitions of function. The alone moment where a wage-earner accepts to have a chief behind its back, it is to learn the work.
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Why judges - useful you that the manager, in addition to to make its work, knows the each wage-earner work of its team?
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To know that the work is tedious because it demands to manipulate sometimes at the end of the day several tons, that suitable understand that one has envy to blow. To know that the work on screen is tiresome, that suitable understand why the Ministry of the Work has anticipated adaptations on positions of work and individual pauses. To know that the work is long, that allows to understand that it does not is necessary to ask a stain to the last moment, to less to assume the delay of the other already asked stains.
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The manager would have to know the work of its just team to know?
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To know and to be able. To know without know-how, it is can not to replace. Gold there is always in the work of an enterprise of exceptional circumstances, difficulties or absences where the effective replacement is punctually indispensable because it is not possible to organize replacements as over a period more long or foreseeable. Indeed, the limit of the authority of manager is to know to replace someone in its team and to have made it.
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If I understand well, the role of the manager such that you conceive it consists in exceed the simple role of executing of its hierarchical superior?
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Entirely, and this is why a manager has also to feel concerned as paid in the enterprise. The role of the union is also to be able, by the participation that these wage-earners of the different professional categories have in representative authorities, committee of enterprise, delegation of the personnel, hygiene and security committee and conditions of work, commissions, to make ascend difficulties beyond of the simple communication a hierarchical superior, to ask urgent means and to make reflect to complementary or alternative solutions. Professional elections are also a means given to all and to each, by the lists and candidate choice that have its preference, to bring durable and concrete changes in the enterprise by working there better and to make better live its family.
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Dialogue of © André PUJOL (February-2001)
Deposit establishment CCE Grigny : February-6-2001 Responsible publication : André PUJOL
