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Managers must meet goals, help their employees grow, and maintain a positive team dynamic. They must also deal with varying levels of autonomy, disagreements, shifting priorities, and needs that differ across the team.
In this context, a manager cannot rely on just one approach. He or she must know how to support an employee, make a decision when a disagreement is holding up the project, restore a sense of purpose after a difficult period, and remove the obstacles that are slowing the team down.
These situations correspond to four managerial approaches:
These approaches are not fixed profiles. The same manager can switch from one to the other depending on the situation. The challenge is to choose the approach that truly meets the team’s needs.
A managerial style refers to the way a manager positions himself or herself and acts in a given situation. It influences how well he or she listens, how he or she makes decisions, the role he or she gives the team, and the type of support he or she provides.
A leadership style is therefore not a personality trait. A manager may be naturally directive but can learn to adopt a coaching style. He or she may also be a very good listener but need to strengthen his or her decision-making skills.
The right approach depends less on the manager's personality than on the team's needs at a given moment.
Before speaking up, ask yourself three questions:
These questions help avoid two common mistakes: applying the same approach to all problems or changing the approach without explaining it to the team.
The coaching approach helps employees reflect, grow, and find their own solutions. It is particularly well-suited to situations where a person already possesses some of the necessary skills but needs perspective, a structured approach, or confidence to move forward.
The manager-coach does not immediately provide the answer. Instead, he or she asks questions, rephrases the situation, and helps the employee identify the available options. He or she remains present but avoids taking over responsibility for the problem.
When an employee encounters a problem, the manager may be tempted to offer a solution right away. This approach seems effective in the short term, but it can create a dependency. The employee then comes back asking for an answer every time a new situation arises.
Instead, the manager might ask, “What options are you considering to resolve this situation?”
Or: “What have you tried so far? What could you try next?”
These questions encourage the person to analyze the problem and take an active role in solving it.
The coaching approach is particularly useful:
However, the manager should avoid asking questions solely to delay a decision. If the team is waiting for a decision or if the situation becomes urgent, the manager must resume his or her role as the decision-maker.
Coaching does not mean leaving an employee to deal with a problem on their own. It means helping them develop the ability to solve it.
To identify development needs, managers can rely on:
This approach promotes autonomy and accountability. It also allows managers to spend less time on operational approvals, provided that the framework and expectations are clearly defined.
The role of a mediator allows the manager to step in when a disagreement, conflict, or difference in priorities prevents the team from moving forward. It involves listening to different perspectives, examining the facts, and making a clear decision.
The manager-referee does not necessarily seek to satisfy all parties. His role is to make a decision possible and to explain the criteria that guided his choice.
A disagreement may concern a method, the division of responsibilities, or the priority level of a project. In such cases, the manager should avoid making a decision based on who speaks the loudest or who he knows best.
He can start by gathering the facts, then ask everyone to state their position: “What specific problem are you trying to solve?” “What impact would this option have on the project and on the other teams?”
This step helps distinguish between personal preferences and real-world constraints.
To make a well-informed decision, consider the following:
Fairness does not mean giving everyone exactly the same thing. It means using explicit and consistent criteria to make a decision.
Once a decision has been made, explain it without reopening the discussion indefinitely. Employees may not agree with the final decision. However, they need to understand how it was reached and what is expected next.
The role of mediator is also useful when multiple priorities conflict. The manager can clarify what takes priority, what must wait, and what falls under each person’s responsibility.
This approach should not become a permanent management style. If the manager micromanages every detail, the team will not develop its ability to make decisions. The goal is to step in only when a disagreement actually blocks progress.
The role of a mentor helps the team understand the purpose of their work and how each person contributes to the collective goals. It becomes particularly important during a transformation, after a setback, or when employees lose sight of the project’s ultimate goal.
An inspiring manager doesn't just motivate their team with positive speeches. They connect daily efforts to a concrete goal and acknowledge the challenges faced.
A task may seem minor when viewed in isolation. It takes on a different meaning when the manager explains what it contributes to and what it makes possible.
For example, it can show how a preparatory step facilitates another team’s decision-making, improves the customer experience, or ensures the project’s success moving forward.
To provide meaning, a manager can:
Inspiring others isn't about denying the challenges. It's about putting them into a context that helps the team keep moving forward.
After a setback, a manager can acknowledge what went wrong, identify the lessons learned, and remind the team of what is still possible. In this way, the manager avoids two opposing reactions: downplaying the problem or letting the team get bogged down by it.
This approach requires consistency. A manager cannot call for commitment while constantly changing priorities without explanation. He or she must demonstrate the connection between his or her words, decisions, and the expected behaviors.
The role of an inspirer aligns with certain principles of inspirational leadership, but this page should remain focused on team engagement in real-world management situations.
The role of a facilitator is to create the conditions that enable the team to work effectively. The manager identifies obstacles, clarifies responsibilities, and addresses the processes that slow down progress.
A barrier can be physical, organizational, or interpersonal. It could be an unsuitable tool, a delayed decision, an overly complex process, or a poorly defined dependency between two teams.
The facilitative manager does not do the work for the team. Instead, he or she ensures that everyone has the information, resources, and support needed to move forward.
To facilitate teamwork, he or she can:
Making things easier doesn't mean eliminating all difficulties. It means preventing avoidable obstacles from draining the team's energy.
Managers must also be careful not to become the mandatory point of contact for every decision. Effective facilitation makes the team more autonomous; it does not increase dependence on the manager.
Before taking action, ask yourself whether the problem stems from a lack of skill, indecision, a poorly designed process, or interpersonal tension. The answer will determine the best course of action.
The four managerial approaches are complementary. They can follow one another in the same situation.
An employee may first need to take on the role of a coach to analyze a problem. The manager may then need to weigh various options. Finally, the manager may need to take on the role of a facilitator to remove the obstacles preventing the decision from being implemented.
To choose the right approach, first identify the main need:
Managers should also explain their actions when they change their approach. Saying “I’ll let you figure out a solution” or “I’m going to make a decision now so the project can move forward” makes their behavior clearer to the team.
The four managerial styles address different needs. The coach fosters autonomy. The arbitrator resolves disagreements. The inspirer restores meaning. The facilitator creates the conditions necessary for action. No one style is superior to the others. Their effectiveness depends on the situation, the team’s level of autonomy, and the expected outcome. A manager engages their team when they know how to adapt their approach without losing sight of their role. They provide guidance when it helps the team move forward, make decisions when the group is stuck, provide purpose when motivation wanes, and address obstacles that slow down the work. To develop these practices, check out NUMA’s workshops and training programs.
Managers must meet goals, help their employees grow, and maintain a positive team dynamic. They must also deal with varying levels of autonomy, disagreements, shifting priorities, and needs that differ across the team.
In this context, a manager cannot rely on just one approach. He or she must know how to support an employee, make a decision when a disagreement is holding up the project, restore a sense of purpose after a difficult period, and remove the obstacles that are slowing the team down.
These situations correspond to four managerial approaches:
These approaches are not fixed profiles. The same manager can switch from one to the other depending on the situation. The challenge is to choose the approach that truly meets the team’s needs.
A managerial style refers to the way a manager positions himself or herself and acts in a given situation. It influences how well he or she listens, how he or she makes decisions, the role he or she gives the team, and the type of support he or she provides.
A leadership style is therefore not a personality trait. A manager may be naturally directive but can learn to adopt a coaching style. He or she may also be a very good listener but need to strengthen his or her decision-making skills.
The right approach depends less on the manager's personality than on the team's needs at a given moment.
Before speaking up, ask yourself three questions:
These questions help avoid two common mistakes: applying the same approach to all problems or changing the approach without explaining it to the team.
The coaching approach helps employees reflect, grow, and find their own solutions. It is particularly well-suited to situations where a person already possesses some of the necessary skills but needs perspective, a structured approach, or confidence to move forward.
The manager-coach does not immediately provide the answer. Instead, he or she asks questions, rephrases the situation, and helps the employee identify the available options. He or she remains present but avoids taking over responsibility for the problem.
When an employee encounters a problem, the manager may be tempted to offer a solution right away. This approach seems effective in the short term, but it can create a dependency. The employee then comes back asking for an answer every time a new situation arises.
Instead, the manager might ask, “What options are you considering to resolve this situation?”
Or: “What have you tried so far? What could you try next?”
These questions encourage the person to analyze the problem and take an active role in solving it.
The coaching approach is particularly useful:
However, the manager should avoid asking questions solely to delay a decision. If the team is waiting for a decision or if the situation becomes urgent, the manager must resume his or her role as the decision-maker.
Coaching does not mean leaving an employee to deal with a problem on their own. It means helping them develop the ability to solve it.
To identify development needs, managers can rely on:
This approach promotes autonomy and accountability. It also allows managers to spend less time on operational approvals, provided that the framework and expectations are clearly defined.
The role of a mediator allows the manager to step in when a disagreement, conflict, or difference in priorities prevents the team from moving forward. It involves listening to different perspectives, examining the facts, and making a clear decision.
The manager-referee does not necessarily seek to satisfy all parties. His role is to make a decision possible and to explain the criteria that guided his choice.
A disagreement may concern a method, the division of responsibilities, or the priority level of a project. In such cases, the manager should avoid making a decision based on who speaks the loudest or who he knows best.
He can start by gathering the facts, then ask everyone to state their position: “What specific problem are you trying to solve?” “What impact would this option have on the project and on the other teams?”
This step helps distinguish between personal preferences and real-world constraints.
To make a well-informed decision, consider the following:
Fairness does not mean giving everyone exactly the same thing. It means using explicit and consistent criteria to make a decision.
Once a decision has been made, explain it without reopening the discussion indefinitely. Employees may not agree with the final decision. However, they need to understand how it was reached and what is expected next.
The role of mediator is also useful when multiple priorities conflict. The manager can clarify what takes priority, what must wait, and what falls under each person’s responsibility.
This approach should not become a permanent management style. If the manager micromanages every detail, the team will not develop its ability to make decisions. The goal is to step in only when a disagreement actually blocks progress.
The role of a mentor helps the team understand the purpose of their work and how each person contributes to the collective goals. It becomes particularly important during a transformation, after a setback, or when employees lose sight of the project’s ultimate goal.
An inspiring manager doesn't just motivate their team with positive speeches. They connect daily efforts to a concrete goal and acknowledge the challenges faced.
A task may seem minor when viewed in isolation. It takes on a different meaning when the manager explains what it contributes to and what it makes possible.
For example, it can show how a preparatory step facilitates another team’s decision-making, improves the customer experience, or ensures the project’s success moving forward.
To provide meaning, a manager can:
Inspiring others isn't about denying the challenges. It's about putting them into a context that helps the team keep moving forward.
After a setback, a manager can acknowledge what went wrong, identify the lessons learned, and remind the team of what is still possible. In this way, the manager avoids two opposing reactions: downplaying the problem or letting the team get bogged down by it.
This approach requires consistency. A manager cannot call for commitment while constantly changing priorities without explanation. He or she must demonstrate the connection between his or her words, decisions, and the expected behaviors.
The role of an inspirer aligns with certain principles of inspirational leadership, but this page should remain focused on team engagement in real-world management situations.
The role of a facilitator is to create the conditions that enable the team to work effectively. The manager identifies obstacles, clarifies responsibilities, and addresses the processes that slow down progress.
A barrier can be physical, organizational, or interpersonal. It could be an unsuitable tool, a delayed decision, an overly complex process, or a poorly defined dependency between two teams.
The facilitative manager does not do the work for the team. Instead, he or she ensures that everyone has the information, resources, and support needed to move forward.
To facilitate teamwork, he or she can:
Making things easier doesn't mean eliminating all difficulties. It means preventing avoidable obstacles from draining the team's energy.
Managers must also be careful not to become the mandatory point of contact for every decision. Effective facilitation makes the team more autonomous; it does not increase dependence on the manager.
Before taking action, ask yourself whether the problem stems from a lack of skill, indecision, a poorly designed process, or interpersonal tension. The answer will determine the best course of action.
The four managerial approaches are complementary. They can follow one another in the same situation.
An employee may first need to take on the role of a coach to analyze a problem. The manager may then need to weigh various options. Finally, the manager may need to take on the role of a facilitator to remove the obstacles preventing the decision from being implemented.
To choose the right approach, first identify the main need:
Managers should also explain their actions when they change their approach. Saying “I’ll let you figure out a solution” or “I’m going to make a decision now so the project can move forward” makes their behavior clearer to the team.
The four managerial styles address different needs. The coach fosters autonomy. The arbitrator resolves disagreements. The inspirer restores meaning. The facilitator creates the conditions necessary for action. No one style is superior to the others. Their effectiveness depends on the situation, the team’s level of autonomy, and the expected outcome. A manager engages their team when they know how to adapt their approach without losing sight of their role. They provide guidance when it helps the team move forward, make decisions when the group is stuck, provide purpose when motivation wanes, and address obstacles that slow down the work. To develop these practices, check out NUMA’s workshops and training programs.
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