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Assuming full managerial responsibility doesn't mean "carrying everything alone". It means knowing where one's role begins (and ends), arbitrating when it's unclear, and setting a clear framework that enables the team to move forward, even in the face of uncertainty. Today's managers have to deal with often paradoxical expectations: autonomy vs. control, benevolence vs. demands, performance vs. mental workload. If they are to endure in the long term, it is not enough to "remind people of their managerial responsibility". You have to make it a posture that is equipped, supported and assumed on a daily basis. Here are 5 concrete ways to equip your managers to live up to this responsibility.
To fully assume their responsibilities, managers first need clear, motivating and achievable objectives. Too many teams move forward with vague, unrealistic or contradictory goals - which ends up creating confusion and even discouragement. Conversely, a well-defined objective gives momentum, while remaining within the realms of possibility.
For example, in a sales team, setting a target of a 10% increase in sales over six months can be ambitious but realistic, especially if the manager has the necessary means (training, resources, time). This gives the manager a clear framework, making it easier to plan and mobilize the team.
Managers can't assume their responsibilities if the boundaries of their role are unclear. As soon as there's confusion between what he's supposed to manage, delegate or escalate, blockages set in - and decisions get lost. Conversely, a clear framework of responsibilities for each party (managers, employees, stakeholders) enables them to act with accuracy, confidence and legitimacy.
For example, formalizing a managerial charter or a job description clarifying the scope of action (recruitment, training, conflict management, reporting) helps prevent managers from becoming overwhelmed or offloading too much onto their teams.
Taking responsibility means being able to decide - even when things aren't clear. Systematically waiting for approval from superiors, or putting off decisions under pressure, ends up holding the team back and creating frustration. A responsible manager dares to take the initiative when necessary.
For example, when faced with an unforeseen operational event, he can temporarily reorganize resources or adjust a schedule, without waiting for a cascade of green lights. This type of rapid decision-making enhances responsiveness... and credibility.
Leadership is also about setting an example. A responsible manager sets an example every day. It' s not enough to set a framework or state principles: you have to put them into practice. As soon as there's a gap between what's said and what's done, trust breaks down.
For example, if he claims to support work-life balance, he himself must avoid late-night e-mails or evening solicitations. This consistency reinforces credibility... and team support.
Overload is a major factor in managerial disengagement. To assume their responsibilities without burning out, managers must learn to manage priorities and arbitrate between competing demands.
For example, in a period of high activity, he may choose to delegate certain less strategic tasks or postpone secondary projects. This ability to arbitrate is a sign of managerial maturity that helps to maintain overall performance.
A responsible manager is also a vigilant manager. They need to know how to spot the first signs of fatigue, stress or disengagement among their staff, so as to intervene before the situation deteriorates.
For example, a less communicative employee, repeated lateness or a drop in quality may be warning signs. The manager can then engage in an individual discussion to understand the cause, and offer appropriate support (adjustments, training, coaching).
Managerial responsibility also means supporting employee development. To achieve this, it is crucial to establish an ongoing dialogue, with feedback that is both positive and constructive.
For example, instead of waiting for annual appraisals, a manager can organize fortnightly reviews to highlight successes and identify areas for improvement. This regular follow-up helps employees to progress and feel supported.
A responsible manager also creates the conditions for a team in which everyone feels entitled to put forward their ideas, share their doubts and take the initiative. This implies entrusting progressive missions, supporting skills development through ongoing training, and rewarding successes - even partial ones. For it is by feeling recognized and authorized to try that each employee gains in autonomy and commitment.
For example, offering an employee a more complex project with appropriate support, even if there is a risk of error, is a powerful lever for developing autonomy and confidence.
Taking responsibility also means knowing when you've made a mistake. A credible manager doesn't try to justify everything or minimize his mistakes. He acknowledges them, analyzes them and adjusts quickly. This transparency builds trust... and sets an example of a healthy attitude to mistakes.
For example, a manager who admits to misjudging a deadline or miscommunicating, and explains the steps taken to correct it, reinforces his or her leadership.
Finally, assuming responsibility also means knowing how to deal with tensions. If you let a conflict fester without addressing it, you run the risk of it becoming bogged down and ultimately blocking the collective dynamic. If left unaddressed, tensions turn into misunderstandings, grudges... and a brake on cooperation.
A responsible manager acts early and methodically: he or she listens, clarifies the facts, seeks common ground - or makes a decision when necessary. Organizing a tripartite meeting to defuse a conflict between two employees, for example, is often more effective than letting things "work themselves out".
Assuming full managerial responsibility is not about ticking boxes - it's about making clear choices, setting a framework, taking responsibility, supporting your team, and knowing how to cope. But this posture cannot be improvised.
For HR, the real issue is to create a framework conducive to its deployment: clear roles, achievable objectives, ongoing training, individual coaching, time to step back, a community of peers... It is this in-depth work that will transform the isolated "little boss" posture into an aligned, credible and committed local leader.
Assuming full managerial responsibility doesn't mean "carrying everything alone". It means knowing where one's role begins (and ends), arbitrating when it's unclear, and setting a clear framework that enables the team to move forward, even in the face of uncertainty. Today's managers have to deal with often paradoxical expectations: autonomy vs. control, benevolence vs. demands, performance vs. mental workload. If they are to endure in the long term, it is not enough to "remind people of their managerial responsibility". You have to make it a posture that is equipped, supported and assumed on a daily basis. Here are 5 concrete ways to equip your managers to live up to this responsibility.
To fully assume their responsibilities, managers first need clear, motivating and achievable objectives. Too many teams move forward with vague, unrealistic or contradictory goals - which ends up creating confusion and even discouragement. Conversely, a well-defined objective gives momentum, while remaining within the realms of possibility.
For example, in a sales team, setting a target of a 10% increase in sales over six months can be ambitious but realistic, especially if the manager has the necessary means (training, resources, time). This gives the manager a clear framework, making it easier to plan and mobilize the team.
Managers can't assume their responsibilities if the boundaries of their role are unclear. As soon as there's confusion between what he's supposed to manage, delegate or escalate, blockages set in - and decisions get lost. Conversely, a clear framework of responsibilities for each party (managers, employees, stakeholders) enables them to act with accuracy, confidence and legitimacy.
For example, formalizing a managerial charter or a job description clarifying the scope of action (recruitment, training, conflict management, reporting) helps prevent managers from becoming overwhelmed or offloading too much onto their teams.
Taking responsibility means being able to decide - even when things aren't clear. Systematically waiting for approval from superiors, or putting off decisions under pressure, ends up holding the team back and creating frustration. A responsible manager dares to take the initiative when necessary.
For example, when faced with an unforeseen operational event, he can temporarily reorganize resources or adjust a schedule, without waiting for a cascade of green lights. This type of rapid decision-making enhances responsiveness... and credibility.
Leadership is also about setting an example. A responsible manager sets an example every day. It' s not enough to set a framework or state principles: you have to put them into practice. As soon as there's a gap between what's said and what's done, trust breaks down.
For example, if he claims to support work-life balance, he himself must avoid late-night e-mails or evening solicitations. This consistency reinforces credibility... and team support.
Overload is a major factor in managerial disengagement. To assume their responsibilities without burning out, managers must learn to manage priorities and arbitrate between competing demands.
For example, in a period of high activity, he may choose to delegate certain less strategic tasks or postpone secondary projects. This ability to arbitrate is a sign of managerial maturity that helps to maintain overall performance.
A responsible manager is also a vigilant manager. They need to know how to spot the first signs of fatigue, stress or disengagement among their staff, so as to intervene before the situation deteriorates.
For example, a less communicative employee, repeated lateness or a drop in quality may be warning signs. The manager can then engage in an individual discussion to understand the cause, and offer appropriate support (adjustments, training, coaching).
Managerial responsibility also means supporting employee development. To achieve this, it is crucial to establish an ongoing dialogue, with feedback that is both positive and constructive.
For example, instead of waiting for annual appraisals, a manager can organize fortnightly reviews to highlight successes and identify areas for improvement. This regular follow-up helps employees to progress and feel supported.
A responsible manager also creates the conditions for a team in which everyone feels entitled to put forward their ideas, share their doubts and take the initiative. This implies entrusting progressive missions, supporting skills development through ongoing training, and rewarding successes - even partial ones. For it is by feeling recognized and authorized to try that each employee gains in autonomy and commitment.
For example, offering an employee a more complex project with appropriate support, even if there is a risk of error, is a powerful lever for developing autonomy and confidence.
Taking responsibility also means knowing when you've made a mistake. A credible manager doesn't try to justify everything or minimize his mistakes. He acknowledges them, analyzes them and adjusts quickly. This transparency builds trust... and sets an example of a healthy attitude to mistakes.
For example, a manager who admits to misjudging a deadline or miscommunicating, and explains the steps taken to correct it, reinforces his or her leadership.
Finally, assuming responsibility also means knowing how to deal with tensions. If you let a conflict fester without addressing it, you run the risk of it becoming bogged down and ultimately blocking the collective dynamic. If left unaddressed, tensions turn into misunderstandings, grudges... and a brake on cooperation.
A responsible manager acts early and methodically: he or she listens, clarifies the facts, seeks common ground - or makes a decision when necessary. Organizing a tripartite meeting to defuse a conflict between two employees, for example, is often more effective than letting things "work themselves out".
Assuming full managerial responsibility is not about ticking boxes - it's about making clear choices, setting a framework, taking responsibility, supporting your team, and knowing how to cope. But this posture cannot be improvised.
For HR, the real issue is to create a framework conducive to its deployment: clear roles, achievable objectives, ongoing training, individual coaching, time to step back, a community of peers... It is this in-depth work that will transform the isolated "little boss" posture into an aligned, credible and committed local leader.
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