intelligence collective

MANAGEMENT-LEADERSHIP

Move from a manager to a manager-leader, a “maker” of Collective Intelligence
Management – leadership

Less and less, the 20th-century manager is expected to be someone who knows everything. Why?

  • On the one hand, because the world is much too complex for that;
  • On the other hand, because if the manager knows everything, then the “subordinates” do not need to know anything! This position is infantilizing and seriously undermines the work of the whole company. Take advantage of all the skills present in the company and connect them to one another so that, through a leverage effect, the skill of the whole surpasses the sum of the simple combination of different knowledge.

 

To that end, manager-leaders must often behave like orchestra conductors, who have many strings to their bows: reflect on strategy, motivate people, initiate changes, provide meaning, manage conflicts, etc.

As we can see, the manager is a key actor in the entrepreneurial collective. To fully play their roles, managers must also be leaders in the service of Collective Intelligence.

It is legitimate to wonder if a manager is not de facto a leader. The answer is clearly no: managers are not de facto leaders; they can be… or not! On the other hand, there is an urgent need for the manager to become a leader. Ultimately, what is the difference between them? To maintain the mystery, we will answer this question with another question: who does the team listen to? Who does the team follow?

It is in this sense – transforming managers into manager-leaders – that we focus on coaching managers with specific training that is in line with their needs based on an approach that is both functional and behavioral.

What do we hope to convey with this training?

  • First of all, a state of mind that is oriented toward the Other, toward the solution. Manager-leaders show themselves to be accountable and hold others accountable as well;
  • To support this state of mind, we teach skills: true delegation, self-control, interpersonal skills, organization, etc.;
  • All this with the goal of ensuring their role as “makers” of Collective Intelligence, as well as providing meaning to contributors on a project, the structure of a team, and the development of individuals under their mentoring authority.