Within a management team, authoritarian power no longer works (and elsewhere, it is ineffective too).
Whether for organisational reasons (the famous “matrix”, or shared structures in which one is not the line manager, or at least not the only one), formal ones (a “governance” that divides powers between several functions), or cultural ones (“verticality” is only really expected by some followers of authoritarian, or even totalitarian, regimes).
Or quite simply for reasons of effectiveness: authoritarian power stifles talent, individually and collectively. And given what management teams cost…
One exception, perhaps: bureaucratic structures, public or private, in which it is more important to play a role than to make an identifiable, let alone measurable, contribution to the production of goods and services. But in these cases, unless we are asked precisely to help restore agility, openness and “customer focus”, we do not get involved… Because we prefer obligations of results to obligations of means.
Talents for leading, convincing and even influencing
For all these reasons, many management teams call for talents in leading, convincing and even influencing, rather than in giving orders. A form of “leadership” far removed from the all-too-common image of the “providential man (or woman, of course)”, but one that is far better suited to the challenges of the modern world: complex and fast-moving.
Because in these cases, it is a matter of doing much more than “going round the table”, where everyone takes their turn to speak – preparing while the previous speakers talk, and relaxing afterwards.
The “manager-coach” can certainly support each team member in dedicated sessions. They can also resolve priority conflicts between two team members in ad hoc meetings. But they must also, and above all, make sure the synergies among all team members are actively fostered – even if, because of the organisation, they are not their line manager, or at least not their only one.
For one reason at least: to free up the time needed for strategic thinking and decision-making. Because days, even those of executives, only have 24 hours. And because their added value is not to check the work of their direct or even indirect reports, but to bring contributions together, to steer and lead collective work, and to oversee the decisions taken, they must make sure they have the time they need.
Everyone must be able to step outside their role
Within a management team – executive committee or management committee – everyone must be able to “step outside their role”. To venture onto others’ ground, beyond their own technical expertise. And to encourage others to come onto “theirs”, to challenge their own expert view, and to look for synergies too. Because few issues can be solved in silos.
A “management committee” can be a place where areas of expertise – and egos – clash. A place for individual recognition.
It can also be a real team, rich in synergies and added value.
And that is what we help create and bring to life. In difficult times as in calmer ones, or in the times one decides to invest in, when one can take the time to prepare the future rather than just dealing with emergencies.
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