Learning to manage with confidence
Because that’s what it’s all about, first and foremost: fear(s). After all, why choose a new collaborator who isn’t a carbon copy of his predecessor? It would be far too risky, and would push us into uncharted waters… And isn’t this candidate, who seems perfect for the job, excessively intelligent? Won’t he prove too successful and risk becoming my manager?
This primal need for security, this desire to reassure oneself by constantly opting for the “same”, for conformity, unfortunately drags organizations down. The activation of these defense and clan mechanisms prevents the diversification process.
Being sure of yourself and your legitimacy as a manager also means accepting to give a chance to a variety of profiles.
From then on, management should rhyme with confidence: confidence in oneself (not being afraid of the other’s difference or potential superiority), confidence in the other (in his or her ability to integrate and evolve). From this perspective, we often realize that nurturing talent is probably the most rewarding managerial act there is…
Valuing differences
And the notion of “diversity” is to be understood here in its entirety, i.e. “all people who differ from one another”[1].Whether it’s their origin, their gender, their age, their IQ, the atypical nature of their background or the originality of their way of thinking. In this context, managing diversity means “thinking about how to optimize the multiple potentials within the company”, as defined by the Centre des jeunes dirigeants d’entreprise[2].
Differences are assets that facilitate innovation and change, while stimulating team creativity.
Not to mention the fact that valuing these differences boosts motivation, cohesion, a sense of belonging and, ultimately, efficiency. And in turn, by enhancing the company’s attractiveness and member loyalty, it improves its brand image.
Goodwill Management conducted a study for IMS-Entreprendre pour la Cité, based on four major companies (AXA, L’Oréal, Orange and Vinci). The result: well-managed diversity can boost profitability by up to 15%. And the same study points out that the most diverse teams are the most successful.
[1]Larousse definition.
[2]CJD, 2006
Building on skills
In France, we still too often favor graduates of the grandes écoles, who may be workaholics, but are also true conformists. And this despite the fact that research has long shown that a diploma is in no way an indicator of performance!
On the other hand, studies show that skills, and in particular behavioral skills, are increasingly strong indicators of success…
On the other hand, it is presupposed that a person has to stay in his or her trade or sector of activity to be successful. This is all the more incomprehensible in a context where cross-disciplinary (and therefore transposable) skills are increasingly in demand and in demand!
Competency-based management allows us to focus on the elements that really drive performance. It also calls for a rethink of the company’s managerial culture, and therefore of what is expected of managers at all levels of the organization.
The gap between yesterday’s practices and today’s needs continues to widen. The world is in a state of perpetual change, and attracting and retaining out-of-the-box thinkers – true champions of transformation – is becoming critical. Ready to meet the challenge? We are at your disposal to help you build recruitment and employee development strategies based on the identification and mastery of skills.
Sources
– “La diversité en entreprise, source de richesses et levier de performance”, European Social Fund in France, 27/04/2017, http://www.fse.gouv.fr/dossiers-thematiques/la-diversite-en-entreprise-source-de-richesses-et-levier-de-performance-0
– “La diversité en entreprise, source de performance?”, Le Monde.fr, 01/10/2015, https://www.lemonde.fr/emploi/article/2015/10/01/la-diversite-en-entreprise-peut-elle-etre-un-levier-de-performance_4779893_1698637.html
– ” Être trop doué, un frein pour sa carrière “, Capital avec Management, 26/08/2014, https://www-capital-fr.cdn.ampproject.org/c/s/www.capital.fr/votre-carriere/etre-trop-doue-un-frein-pour-sa-carriere-957288?amp
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