{"id":2219,"date":"2019-05-18T19:50:53","date_gmt":"2019-05-18T19:50:53","guid":{"rendered":"http:\/\/hr4free.web-romandie.ch\/?p=2219"},"modified":"2019-05-18T19:50:53","modified_gmt":"2019-05-18T19:50:53","slug":"2219","status":"publish","type":"post","link":"https:\/\/hr4free.com\/en\/2219\/","title":{"rendered":""},"content":{"rendered":"

We have seen in the article\u00a0“Today’s Main Causes of Organizational Instability and Their Impact on Managerial Health”<\/strong><\/a>\u00a0that globalization, with all its consequences, is a phenomenon that cannot be escaped at the present moment.\u00a0Market pressures and accelerated change are two givens that we must learn to live and work with<\/strong>, while mitigating their negative effects on managers and their social environment.<\/p>\n

By Liliane Held-Khawam, author of the book “Management by Coaching: Coping with Complexity in a Changing World”<\/a><\/strong><\/em><\/p>\n

Here are a few non-therapeutic methods that seems to help achieve some results. The central axis consists in repositioning the manager at three levels:<\/p>\n

I.\u00a0\u00a0 Health improvement thanks to an organizational approach<\/em><\/p>\n

II.\u00a0 Health improvement thanks to a workplace-based approach<\/em><\/p>\n

III. Health improvement thanks to a self-management approach<\/em><\/p>\n

I. Organizational approach<\/strong><\/h5>\n

The company can set itself the task to help as much as possible the integration of employees, and of managers in particular. This development mainly pertains to three different areas:<\/p>\n

    \n
  1. Implementing a transparency strategy<\/em><\/li>\n
  2. Developing an organizational culture that matches structures<\/em><\/li>\n
  3. Adopting an attitude of vigilant tolerance<\/em><\/li>\n<\/ol>\n

    Implementing a transparent strategy<\/em><\/p>\n

    If we want everyone to contribute to the success of the company, people ought to know what is expected of them.\u00a0<\/strong>Indeed, strategy is a fantastic tool for those wanting to rally and energize others – it’s just waiting for you to make use of it! However, when the company opts for an approach transparency, it has to assess the management’s ability to understand and implement it. This is a purely\u00a0communicational issue<\/em>, as employees who are bothered by emotional burdens will not give any echo to the communicated strategy.<\/p>\n

    If managers, for example, are angry, they will not be receptive to an economic or rational language. Their anger will make the company’s future seem to be of secondary importance. Decision-makers thus have to support their action on the expectations and frustrations of their managers, so that the future orientation of the company will make sense to them.<\/em>\u00a0The implementation of a new strategy will thus have to begin with a phase of listening to the management\u00a0<\/strong>(and, ideally, to the other employees too).<\/p>\n

    Developing an organizational culture that matches structures<\/em><\/p>\n

    Modifying the company’s structures always has an impact on its organizational culture. The latter represents the fertile ground in which the employees will have the opportunity to grow. Moreover,\u00a0a cultural change requires much more time than a change in structures.<\/strong><\/p>\n

    It is thus most important to allocate any resources that communication and training may require.<\/strong>\u00a0This is in particular the case in the context of a reengineering process or when “resizing” the organization (e.g. in the case of a merger, a “downsizing” process, etc.).<\/p>\n

    Adopting an attitude of vigilant tolerance<\/em><\/h5>\n

    Why being tolerant at all? Because\u00a0people are not machines and they will need some time to adjust to the new structure<\/strong>\u00a0– and will necessarily make some mistakes. Why being vigilant? Because it is important to set some limits to one’s tolerance. Some\u00a0progress<\/strong>\u00a0in the person’s behavior has to be observed, although he\/she may face difficulties. Moreover, any\u00a0inclination for inertia<\/em>\u00a0ought to be confronted.<\/p>\n

    II. Workplace-based approach<\/strong><\/h5>\n

    Disorganization and the lack of a clear vision represent significant causes of stress.<\/strong>\u00a0The attribution of projects and responsibilities to the different managers should thus be made in the clearest way possible, so that they may themselves duplicate this approach with their own people.<\/p>\n

    In practice, we observe that quantitative goals of a technical nature are often set, while qualitative and human-related goals are often forgotten.<\/strong>\u00a0In this case, managers lack a global vision as to what impact their work has on their partners. This is particularly true for managers who evolve in a\u00a0matrix and\/or workflows-oriented organization<\/em>. Moreover, many of the difficulties managers are confronted to nowadays are related to the realism of the goals that are set to them and to the resources and tools available.<\/p>\n

    Also note that\u00a0the redesign of a project or a modification of job specifications can set new requirements in terms of technical and behavioral skills.<\/strong>\u00a0It is then absolutely necessary for the management to offer relevant\u00a0continuous learning programs<\/em>.<\/p>\n

    III. Self-management approach<\/strong><\/h5>\n

    (You may also refer to the article\u00a0“Learning to Deal With Stress in a Relaxed Way”<\/strong><\/a>)<\/em><\/p>\n

    This is a fundamental development axis, as it consists in identifying and strengthening the manager’s personal basis. It is this element that supports the person’s potential and skills. If this basis is weakened, it will make it more difficult to express one’s skills. This represents the support that will allow for the fulfillment of one’s potential. A\u00a0skills\u00a0development process<\/em>\u00a0may be designed in 3 steps:<\/p>\n

      \n
    1. Developping a better self-knowledge<\/em><\/li>\n
    2. Finding one’s work-life balance<\/em><\/li>\n
    3. Clarifying one’s personal definition of professional success<\/em><\/li>\n<\/ol>\n
      Developing a deeper self-knowledge<\/em><\/strong><\/h5>\n

      This is an open-ended process that may be apprehended through the knowledge of :<\/p>\n

        \n
      1. The knowledge of one’s professional potential and skills<\/em><\/li>\n
      2. The knowledge of one’s emotional dimension<\/em><\/li>\n
      3. The knowledge of one’s personal rooting<\/em><\/li>\n<\/ol>\n

        Professional potential and skills<\/em><\/p>\n

        This part consists in 3 components:<\/p>\n