iQo > Human dynamics > 5 keys to creating an embodied managerial model

5 keys to creating an embodied managerial model

Companies need to rethink their managerial model and, more generally, their Human Dynamics. To create a managerial model supported by your managers, our team specializing in Human Dynamics has developed a 5-point approach.

1. Align your management model with your raison d'être

Who are you? How does management express this? How does it contribute? Two axes need to be considered to arrive at a managerial model specific to your organization:

For example, the simplicity of customer experience can be based on a low-procedural management style that gives pride of place to informal exchanges. Or a highly innovative brand may rely on giving managers the right to make mistakes, in order to boost ideas and experimentation as much as possible.

2. Draw inspiration from ideas and experiences elsewhere

Community culture of Malthyper-radical culture of Qontohacker culture of Back Market... Managers rely on different skills and postures.

Drawing inspiration from other practices allows you to assert what your company is (or doesn't want to be!) and cultivate your managerial uniqueness.

3. Keeping pace with the future of work

The world is changing, and so is management! It's a question of questioning your management model in relation to fundamental changes, for example :

Spiritual management, in search of meaning, for oneself and for the team: What is meaningful in your company, and for whom?
Transforming subordination into a managerial partnership between equals: what is weighed up on both sides in managerial relations? What carries more or less weight?
Empathetic, vulnerable and inclusive management, the guarantor of team trust: When does a manager express his fears, doubts and hopes? When do they listen to their team's fears, doubts and hopes?

4. Describe concrete, observable behaviors

It's about going beyond intention to describe the observable behaviors of the managerial model. In concrete terms, what are the managerial words, gestures and actions?

These can be broken down by level of relationship (with one's team, peers, manager, etc.) and by major work situation (setting objectives, leading a team, etc.).