Enzo is Head of Sales at Ouihelp, a french startup offering a home assistance for elderly. Taking up his first management role, Nouvelle Vague’s timing was perfect, in particular to help him design a recovery plan
Take a step back. Time flies and Enzo couldn’t find time to stop and think about his managing skills and his areas of improvement.
Self-confidence. Enzo has his own vision of management, but until Nouvelle Vague he was not sure to be on the right track. This lack of confidence sometimes impacted his capacity to take action and try new things.
Various formats to discover “a new way to envision management, nothing like the one we’re used to”. As he started the training before taking his new position, he enjoyed testing practices in small groups to get familiar with situations he will face in the future.
Becoming a manager-coach.
Enzo a maintenant bien en tête la frontière entre les moments qui appellent à un accompagnement par le questionnement et ceux qui demandent une prise de décision. Le cas pratique lui a permis de s’entraîner à poser des questions ouvertes et à anticiper les réactions de personnalités parfois compliquées.
The difference between weekly meetings and one on one meetings.
They both tackle different topics : one on ones are meant to be a moment dedicated to his colleagues, while the weekly must remain his meeting.
Follow-up after his one on ones. Enzo never forgets to send a follow-up email.
Neutral and objective feedback. Enzo tries to stick to the facts and is no longer overwhelmed by his own emotions.
Inclusive but not impacting weekly meetings. Enzo now views his meeting with a critical eye and knows when they lose focus or effectiveness. He just has to keep training.
Fear of silence. He asks more and more open questions, and lets his colleagues break the silence by dropping a new topic.
“I discovered a vision of management in which I find myself, human, attentive and empathetic.”