In a context of transformation, the role of managers is essential: they are the first to convey the company's strategy and culture to their teams. Yet this mission can be complex if it is not clearly defined and supported.

1. Make managers the first relays of culture: the PayFit approach

‍Thestructuring of a senior leadership team

At PayFit, managers are responsible for passing on the company culture on a daily basis. However, their mission is a delicate one, as many of them are new to the job and don't always have all the keys in hand. It was therefore essential to provide them with the tools and framework they needed to succeed in their role.

"Giving managers a clear framework and spaces for sharing means enabling them to become the best relays of culture and drivers of transformation." - Marie-Alice Tantardini

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Three levers to strengthen their impact

PayFit has set up three strategic areas to support its managers:

1. Ensuring effective relay of messages
   Managers must convey a clear, coherent message to their teams. Their mission is to give meaning to decisions and transformations, by adapting their communication at the right level and at the right time.
2. Breaking down silos and promoting collaboration
   To make internal relations more fluid, PayFit encourages managers to adopt a cross-functional collaborative posture and develop a genuine "One Team" spirit. The aim is to strengthen empathy and improve inter-team communication.
3. Uniting managers in a committed community
   To reinforce the managerial posture and the sharing of experiences, PayFit has created exchange spaces dedicated to managers. These spaces include :

• Regular managerial rituals.
• Forums and workshops to share best practices and challenges.
• Tailored support to help managers develop their skills and commitment.

2. Clarifying the managerial role: the Club Med example

A new leadership model

Club Med has redefined its leadership model around three fundamental pillars:

• Talent developer: managers are the first trainers of their teams.
• Strategists: they must guide their colleagues with a clear vision.
• Human: they embody and transmit Club Med values with kindness.

All our managerial development programs revolve around one key question: "How does my role enable me to bring the corporate culture to life with my teams?" This approach transforms managers into true vectors of corporate culture.

Support in three stages

To ensure adherence to this model, Club Med has developed a three-phase approach:

1. Re-alignment of existing managers via a training program to help them make the most of this new model.
2. Onboarding new managers: we support them even before they take up their new posts, to ensure that they quickly adopt Club Med practices and culture.
3. Recruiting new employees: The Club Med spirit is not only transmitted through theory, it is lived. The challenge is to integrate and train talents who naturally embody this state of mind, to preserve the authenticity of the Club Med experience.

The structuring role of learning

In an international environment, learning plays a key role in harmonizing managerial practices and ensuring consistency between managers' different cultures and experiences. This helps avoid misalignment and reinforces cultural alignment.

Rethinking the role of managers for successful transformation

The PayFit and Club Med approaches demonstrate that, in a context of transformation, involving managers is not enough - they must be given the means to act. This requires a clear framework, shared cultural benchmarks, and space for experimentation and progress. The manager then becomes a committed player, capable of translating strategy into action and getting his or her teams on board over the long term. To transform the organization, we must first transform the management experience.

Would you like to delve deeper into these topics and provide food for thought? Discover the FORWARD 2025 replays and retrospective.