30 April 2021

2min

onepoint’s managerial authenticity

This paper was written after the first lockdown in France. Like many managers, we have been drawn into our organization’s operational challenges, inundated by new priorities but also inspired by many publications about the new world, new role of managers, new relationship to work, “new normal”. While many relevant and enlightening ideas have emerged, it has become obvious that we must think differently.

In the mid-1940s, Winston Churchill declared “Never let a good crisis go to waste”. The 10 last month’s events inevitably raise new ideas and identify new development opportunities. Learning theories demonstrate that you always come out stronger during these times, and that experience generates progress. There is no need for major analyses, simply observe the difference between our way of managing this second extraordinary period and the previous one. This involved less fear, more reflexes, more hindsight, and of course the corollary, more skepticism. It is actually similar to the way we learn how to swim! We had to tame our fear of seeing our habits questioned and to accept diving into a new manager/ teammate relationship model. Once in the deep end: try, make a mistake, sink slightly and then try again. We experimented, tried movements and realized that some foundations could be easily deconstructed. Our resilience & survival instinct was so strong that they allowed us to change managerial software very quickly. Getting back to basics (doing arm and leg movements and keeping your head straight in the pool, like building new rituals or building a new relationship with your teams) has become imponderable

Vulnerabilities and difficulties also appeared, which therefore leave a significant place for authenticity. I can finally be myself in the company too. The mask falls, the truth is healthy; each with their fears but also with their strengths. Some unknown personalities have turned out to be top leaders since March while others have plunged, drowned in their certainty & paranoia. Confidence & esteem in others are what has often made a big difference. A changing world with remote management is also the desire to make yourself available, to be more attentive, to be proactive in contact: you have to love the others. It is the quest of getting a balance between reassuring and inspiring, the sacralization of authenticity. The doubts of every manager are a strength if they are assumed. The perfect manager does not exist even if each organization seeks to define him/her through leadership models and core values ​​that he/she is supposed to embody. At onepoint, our angle is to propose the emergence of a new manager, authentic, scout and able to manage crises because it is certainly not the last.