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The role of the manager continues to evolve : hybrid work, the rise of AI, rapid business transformation: yesterday's benchmarks no longer hold. In this uncertain and shifting context, managers are no longer expected simply to allocate tasks and monitor results. They are expected to commit, set the course and drive collective performance.
But this posture cannot be improvised. It requires a set of managerial skills that are currently being redefined.
Here are the 5 priority skills you need to strengthen in order to manage effectively , and the practical levers you can use to achieve them.
Being a manager today means embodying a leadership posture, knowing how to federate, make decisions and align your expectations with those of your team.
Beyond setting commercial or business objectives, employees need to understand why they do what they donot just what they have to do. It is by formulating a clear vision - consistent with the company's strategy, connected to the concrete impact of work - that the manager aligns the team and strengthens commitment.
But a vision, however well thought-out, is not enough on paper. It's how it's translated into day-to-day decisions, priorities and trade-offs, that creates buy-in. Federating means aligning individualities around a shared ambition, and ensuring that everyone understands the course, even when difficult choices have to be made.
A clear vision, embodied in actions, enables the team to better understand decisions, accept their meaning - and commit fully to them.
Adopting a leadership posture also means daring to decide when everything is not yet clear. It' s not a question of deciding alone in the midst of vagueness, but of creating reference points where they're lacking.
To achieve this, the manager relies on a few key reflexes: spotting weak signals, confronting his biases, structuring his thinking with the right tools. Above all, they must learn to choose the right moment to decide. Too fast, and you risk creating tension. Too late, and the team is left waiting and uncertain.
The manager sets the tone. What he says creates expectations, and what he does builds trust. To ensure lasting commitment, he must embody what he asks of others.
Let's take a simple example: you want to establish a feedback culture in your team. Start by applying it to yourself. Ask your team for regular feedback. Take time at the end of meetings to discuss what went well or not so well. Show that you, too, are committed to progress.
It's this double alignment - between words and behavior - that gives coherence to your posture. The more assertive your posture, the more your teams will commit to the same dynamic.
The manager's role is also to set the framework for day-to-day operations. This requires, above all, clear, coherent and motivating communication.
An effective manager knows how to set a clear framework: he avoids the unspoken, formulates his expectations simply and structures his messages to facilitate action. In tense times, this clarity limits misunderstandings and keeps the team on track.
But communicating well also means helping others to progress. Feedback becomes a key tool: regular, precise and well-structured(using the COIN method, for example), it enables adjustments to be made without demotivating, and transforms each exchange into a learning lever.
Good communication also means choosing the right format at the right time. A hybrid team doesn't work like a face-to-face team: it needs clear asynchronous reference pointsThey need clear asynchronous points of reference, shared documents, and written or voice messages that enable everyone to make progress without waiting for a meeting.
On the other hand, in a team that is mainly on-site, informal exchanges or regular team meetings naturally take up more space. But be careful not to fall into the opposite trap: a succession of meetings is not always a guarantee of efficiency.
What makes the difference is the manager's ability to adapt his or her communication channels to the challenges of the moment: clarifying an instruction, coordinating a project, resolving a blockage... Well thought-out communication doesn't just circulate: it supports action and reinforces cohesion.
For example, to help you understand the challenges of communication and improve dialogue within your teams, there are a number of tools that provide concrete methods for :
Managing also means understanding your own emotions, as well as those of others, to create a secure and authentic working climate.
Managing, is first and foremost learning to identify what affects us: stress, annoyance, frustration... This self-awareness is essential for stepping back, adjusting reactions and avoiding knee-jerk reactions. This is what we call self-regulation:remaining in a constructive posture, even when pressure mounts or emotions take over.
But that's not enough. You also need to be able to pick up on weak signals, to understand what's at stake. Adapting one's speech, tone or timing of an exchange then becomes key - particularly when it comes to conveying difficult feedback without offending or provoking. This attention to others builds trust, and lays the foundations for a more sincere and effective dialogue.
Trust cannot be decreed, it has to be built every day, in the way we listen, react and value. It requires clear communication and a benevolent attitude, as well as a genuine quality of presence.
Listening isn't just about hearing: it's about understanding what's being said - and what's not. A shifty glance, an unusual silence, a drier tone than usual... These are all signals that deserve attention.
Another simple but powerful lever: recognition. Taking a few minutes at the end of a meeting to recognize an effort, an initiative or progress, without seeking performance at any price, strengthens the bond and makes people want to get involved...
For example : defusing a latent conflict in a hybrid team. A manager notices growing tensions between one employee in Paris and the other in Toulouse. He begins by observing the weak signals (cutting each other off during meetings, etc.), then collects feedback from each separately (1:1). Finally, he brings the two together and decides to arbitrate the discussion using the right communication methods.
In fast-moving environments, where reorganization and changing priorities are frequent, the manager plays an essential role as a point of reference.
Translating strategy into a clear action plan This is one of the manager's primary responsibilities. Objectives 3 or 6 months ahead, expected results, well-defined roles... the more concrete it is, the more the team is moving in the same direction. Even in a fast-moving environment, this clarity provides direction and reduces uncertainty.
But setting goals isn't enough. You also have to know how to prioritize. Don't try to do everything right away. The challenge is to concentrate collective energy where it will have the greatest impact. This requires regular arbitration, in team meetings or 1:1, to adjust efforts, realign priorities, and avoid burnout under pressure.
Delegating does not mean "getting rid of" a task, or controlling everything from a distance. It means setting a clear framework and providing the means to act. Objectives, level of autonomy, monitoring indicators, frequency of milestones... everything needs to be explicit from the outset.
Even when an assignment is entrusted outside the direct team, it's essential to frame the project. It helps to avoid misunderstandings and to ensure safe execution. And in the event of a problem, the managerial stance makes all the difference: neither avoidance nor micro-control.
A good manager doesn't always have all the answers - and that's normal. Saying "I don't know yet" doesn't call into question his legitimacy; it reinforces confidence. The essential thing is to set a course, even a provisional one, to enable the team to move forward. For example: "I don't yet know when this project is due, but let's aim for two months and check in every 15 days. In times of uncertainty, setting a direction reassures the team and prevents them from standing still.
Themanager no longer pilots alone: he facilitates exchanges, clarifies objectives and helps to remove blockages. He encourages initiative without imposing all decisions. His role is to create a clear framework in which everyone can contribute. This posture encourages listening, speaking up and sharing responsibility. The result: a more committed and autonomous team.
Fostering collaboration also means building bridges between businesses, teams and projects. By breaking out of silos, interdependencies become visible and ideas cross more easily. The result: a more aligned, responsive and inventive team.
Simple but regular routines: retrospectives, rotating roles, shared rules of the game... give rhythm to the collective, adjust practices and reinforce cohesion.
Not all managers have the same needs, nor the same starting point. To make effective progress, it is essential to use formats that are adapted to their realities in the field.
Inter-company or intra-company training courses can be used to reinforce targeted skills. In inter-company training, peers from other contexts act as a stimulating mirror. With in-company training, learning is more easily anchored in the company's culture and practices.
Individual coaching is particularly useful at pivotal moments, such as taking up a new position, assuming new responsibilities, or in tense situations. It helps you to get to know yourself better, adjust your posture, and make clearer, more confident decisions.
Last but not least, mentoring allows you to gain perspective. Exchanging ideas with a more experienced peer helps you get away from the daily grind, share your doubts and establish a genuine culture of feedback and transmission within the organization.
Developing managerial skills is no longer a luxury, but a necessity. In a world on the move, the managers who make the difference are those who cultivate clarity, listening and cooperation. This requires method, but also desire, feedback and time to learn. The levers are at hand: training rooted in reality, cross-functional projects, collective rituals...
To find out more, Numa offers a wide range of resources, formats and support adapted to the challenges of the field.
The role of the manager continues to evolve : hybrid work, the rise of AI, rapid business transformation: yesterday's benchmarks no longer hold. In this uncertain and shifting context, managers are no longer expected simply to allocate tasks and monitor results. They are expected to commit, set the course and drive collective performance.
But this posture cannot be improvised. It requires a set of managerial skills that are currently being redefined.
Here are the 5 priority skills you need to strengthen in order to manage effectively , and the practical levers you can use to achieve them.
Being a manager today means embodying a leadership posture, knowing how to federate, make decisions and align your expectations with those of your team.
Beyond setting commercial or business objectives, employees need to understand why they do what they donot just what they have to do. It is by formulating a clear vision - consistent with the company's strategy, connected to the concrete impact of work - that the manager aligns the team and strengthens commitment.
But a vision, however well thought-out, is not enough on paper. It's how it's translated into day-to-day decisions, priorities and trade-offs, that creates buy-in. Federating means aligning individualities around a shared ambition, and ensuring that everyone understands the course, even when difficult choices have to be made.
A clear vision, embodied in actions, enables the team to better understand decisions, accept their meaning - and commit fully to them.
Adopting a leadership posture also means daring to decide when everything is not yet clear. It' s not a question of deciding alone in the midst of vagueness, but of creating reference points where they're lacking.
To achieve this, the manager relies on a few key reflexes: spotting weak signals, confronting his biases, structuring his thinking with the right tools. Above all, they must learn to choose the right moment to decide. Too fast, and you risk creating tension. Too late, and the team is left waiting and uncertain.
The manager sets the tone. What he says creates expectations, and what he does builds trust. To ensure lasting commitment, he must embody what he asks of others.
Let's take a simple example: you want to establish a feedback culture in your team. Start by applying it to yourself. Ask your team for regular feedback. Take time at the end of meetings to discuss what went well or not so well. Show that you, too, are committed to progress.
It's this double alignment - between words and behavior - that gives coherence to your posture. The more assertive your posture, the more your teams will commit to the same dynamic.
The manager's role is also to set the framework for day-to-day operations. This requires, above all, clear, coherent and motivating communication.
An effective manager knows how to set a clear framework: he avoids the unspoken, formulates his expectations simply and structures his messages to facilitate action. In tense times, this clarity limits misunderstandings and keeps the team on track.
But communicating well also means helping others to progress. Feedback becomes a key tool: regular, precise and well-structured(using the COIN method, for example), it enables adjustments to be made without demotivating, and transforms each exchange into a learning lever.
Good communication also means choosing the right format at the right time. A hybrid team doesn't work like a face-to-face team: it needs clear asynchronous reference pointsThey need clear asynchronous points of reference, shared documents, and written or voice messages that enable everyone to make progress without waiting for a meeting.
On the other hand, in a team that is mainly on-site, informal exchanges or regular team meetings naturally take up more space. But be careful not to fall into the opposite trap: a succession of meetings is not always a guarantee of efficiency.
What makes the difference is the manager's ability to adapt his or her communication channels to the challenges of the moment: clarifying an instruction, coordinating a project, resolving a blockage... Well thought-out communication doesn't just circulate: it supports action and reinforces cohesion.
For example, to help you understand the challenges of communication and improve dialogue within your teams, there are a number of tools that provide concrete methods for :
Managing also means understanding your own emotions, as well as those of others, to create a secure and authentic working climate.
Managing, is first and foremost learning to identify what affects us: stress, annoyance, frustration... This self-awareness is essential for stepping back, adjusting reactions and avoiding knee-jerk reactions. This is what we call self-regulation:remaining in a constructive posture, even when pressure mounts or emotions take over.
But that's not enough. You also need to be able to pick up on weak signals, to understand what's at stake. Adapting one's speech, tone or timing of an exchange then becomes key - particularly when it comes to conveying difficult feedback without offending or provoking. This attention to others builds trust, and lays the foundations for a more sincere and effective dialogue.
Trust cannot be decreed, it has to be built every day, in the way we listen, react and value. It requires clear communication and a benevolent attitude, as well as a genuine quality of presence.
Listening isn't just about hearing: it's about understanding what's being said - and what's not. A shifty glance, an unusual silence, a drier tone than usual... These are all signals that deserve attention.
Another simple but powerful lever: recognition. Taking a few minutes at the end of a meeting to recognize an effort, an initiative or progress, without seeking performance at any price, strengthens the bond and makes people want to get involved...
For example : defusing a latent conflict in a hybrid team. A manager notices growing tensions between one employee in Paris and the other in Toulouse. He begins by observing the weak signals (cutting each other off during meetings, etc.), then collects feedback from each separately (1:1). Finally, he brings the two together and decides to arbitrate the discussion using the right communication methods.
In fast-moving environments, where reorganization and changing priorities are frequent, the manager plays an essential role as a point of reference.
Translating strategy into a clear action plan This is one of the manager's primary responsibilities. Objectives 3 or 6 months ahead, expected results, well-defined roles... the more concrete it is, the more the team is moving in the same direction. Even in a fast-moving environment, this clarity provides direction and reduces uncertainty.
But setting goals isn't enough. You also have to know how to prioritize. Don't try to do everything right away. The challenge is to concentrate collective energy where it will have the greatest impact. This requires regular arbitration, in team meetings or 1:1, to adjust efforts, realign priorities, and avoid burnout under pressure.
Delegating does not mean "getting rid of" a task, or controlling everything from a distance. It means setting a clear framework and providing the means to act. Objectives, level of autonomy, monitoring indicators, frequency of milestones... everything needs to be explicit from the outset.
Even when an assignment is entrusted outside the direct team, it's essential to frame the project. It helps to avoid misunderstandings and to ensure safe execution. And in the event of a problem, the managerial stance makes all the difference: neither avoidance nor micro-control.
A good manager doesn't always have all the answers - and that's normal. Saying "I don't know yet" doesn't call into question his legitimacy; it reinforces confidence. The essential thing is to set a course, even a provisional one, to enable the team to move forward. For example: "I don't yet know when this project is due, but let's aim for two months and check in every 15 days. In times of uncertainty, setting a direction reassures the team and prevents them from standing still.
Themanager no longer pilots alone: he facilitates exchanges, clarifies objectives and helps to remove blockages. He encourages initiative without imposing all decisions. His role is to create a clear framework in which everyone can contribute. This posture encourages listening, speaking up and sharing responsibility. The result: a more committed and autonomous team.
Fostering collaboration also means building bridges between businesses, teams and projects. By breaking out of silos, interdependencies become visible and ideas cross more easily. The result: a more aligned, responsive and inventive team.
Simple but regular routines: retrospectives, rotating roles, shared rules of the game... give rhythm to the collective, adjust practices and reinforce cohesion.
Not all managers have the same needs, nor the same starting point. To make effective progress, it is essential to use formats that are adapted to their realities in the field.
Inter-company or intra-company training courses can be used to reinforce targeted skills. In inter-company training, peers from other contexts act as a stimulating mirror. With in-company training, learning is more easily anchored in the company's culture and practices.
Individual coaching is particularly useful at pivotal moments, such as taking up a new position, assuming new responsibilities, or in tense situations. It helps you to get to know yourself better, adjust your posture, and make clearer, more confident decisions.
Last but not least, mentoring allows you to gain perspective. Exchanging ideas with a more experienced peer helps you get away from the daily grind, share your doubts and establish a genuine culture of feedback and transmission within the organization.
Developing managerial skills is no longer a luxury, but a necessity. In a world on the move, the managers who make the difference are those who cultivate clarity, listening and cooperation. This requires method, but also desire, feedback and time to learn. The levers are at hand: training rooted in reality, cross-functional projects, collective rituals...
To find out more, Numa offers a wide range of resources, formats and support adapted to the challenges of the field.
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