{"id":2704,"date":"2019-05-19T18:25:22","date_gmt":"2019-05-19T18:25:22","guid":{"rendered":"http:\/\/hr4free.web-romandie.ch\/?p=2704"},"modified":"2019-05-21T09:15:49","modified_gmt":"2019-05-21T09:15:49","slug":"towards-a-new-management-profile-the-success-criteria-of-the-coach-manager","status":"publish","type":"post","link":"https:\/\/hr4free.com\/en\/Business-Coaching-Tools\/New-Management-Profile-Organizational-Develpment-Coaching","title":{"rendered":"Towards a New Management Profile: the Success Criteria of the “Coach-Manager”"},"content":{"rendered":"

The role of managers has deeply evolved.\u00a0<\/strong>The complexity of the situation \u2013 both at organizational and human levels \u2013 comes on top of the difficulties caused by the successive\u00a0BPR processes<\/em>.\u00a0This will make it hard for them to rely on the management techniques they have learnt.<\/strong>\u00a0Rather,\u00a0they will have to resort to their own\u00a0creativity<\/em>\u00a0and\u00a0originality<\/em><\/u>\u00a0in order to quickly address multiple needs in a relevant manner. This is where “Differentiated Management” comes in.<\/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

Differentiated management may be defined as the ability to address every situation in a quick and adequate way by integrating the company’s orientations<\/strong>, rather than by using\u00a0predefined action patterns<\/em>\u00a0(instructions, standardized responses\u2026). In this philosophy,\u00a0people<\/em>\u00a0(customers, employees\u2026) lie at the center of the manager\u2019s reflection. Managers themselves represent an essential piece of the “puzzle”.<\/p>\n

The success criteria of a “Differentiated Management” approach<\/strong><\/h5>\n

Differentiated managers will aim to be both autonomous and efficient.\u00a0<\/strong>The definition of these terms and the components that make them up are given below. A few\u00a0<\/strong>measurable criteria<\/em>\u00a0that allow for the assessment of these dimensions are indicated in the following table:<\/p>\n

The core skills required for a “Differentiated Management” approach<\/strong><\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
Key-axes<\/strong><\/td>\nComponents<\/strong><\/td>\nMeasurable criteria<\/strong><\/td>\n<\/tr>\n
\u00a0I. Autonomy<\/b><\/td>\n\u00a0Judgment<\/td>\nInitiative<\/td>\n<\/tr>\n
<\/td>\n<\/td>\nRealism<\/td>\n<\/tr>\n
<\/td>\n<\/td>\nRisk-taking<\/td>\n<\/tr>\n
<\/td>\n\u00a0Individual responsibility<\/td>\nIndependence<\/td>\n<\/tr>\n
<\/td>\n<\/td>\nMotivation\/enthusiasm<\/td>\n<\/tr>\n
<\/td>\n\u00a0Openness and self-expression<\/td>\nInnovation\/creativity<\/td>\n<\/tr>\n
<\/td>\n<\/td>\nCommunication\/listening<\/td>\n<\/tr>\n
<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\u00a0II. Performance<\/b><\/td>\nCorporate goals (general direction)<\/td>\nGlobal vision<\/td>\n<\/tr>\n
<\/td>\n\u00a0and goals of the customers<\/td>\nStrategic sense<\/td>\n<\/tr>\n
<\/td>\n<\/td>\nSense of results<\/td>\n<\/tr>\n
<\/td>\n<\/td>\nTeam spirit<\/td>\n<\/tr>\n
<\/td>\nMobilizing and developing<\/td>\nLeadership<\/td>\n<\/tr>\n
<\/td>\none’s teams<\/td>\nPersuasion<\/td>\n<\/tr>\n
<\/td>\n<\/td>\nCoaching<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n
The manager’s autonomy<\/strong><\/h5>\n

We have seen that managers find themselves increasingly alone when they have to make decisions and in their relation to their team. We regard three different axes as essential in order for them to feel comfortable with their new environment:<\/p>\n

    \n
  1. Judgment<\/strong><\/li>\n
  2. Individual responsibility<\/strong><\/li>\n
  3. Openness and self-expression<\/strong><\/li>\n<\/ol>\n

    Judgment<\/em><\/p>\n

    Judgment reflects one\u2019s ability to assess the situation and react in the most appropriate manner. To do so, one would gain from:<\/p>\n