Management is a determining factor in company success, combining the use of strategic tools and a variety of skills to plan, organize and direct resources. In addition to achieving corporate objectives, good management plays an essential role in retaining talent.

By mobilizing technical skills and leadership qualities, it creates an environment in which employees feel valued and motivated, thus contributing to their fulfillment and to company stability. This holistic approach is the key to a harmonious and productive workplace, where objectives are achieved and the right people remain committed and loyal to the company.

Profil 4 recommends the Outils du Manager methodology for the tools presented in this section. OdM is the most listened-to French podcast dedicated to management. For over ten years, OdM has been providing managers with simple, pragmatic advice and tools they can use on a daily basis.

The Outils du Manager method grew out of observing the behavior of top managers, i.e. those who achieve two results:

• Outstanding performance, and
• Team loyalty

These observations then gave rise to a number of principles, in particular the importance of developing an exceptional level of communication with employees, and of using a management style based on influence rather than hierarchical power or expert authority.

One-to-one meetings

One-to-one meetings are crucial for direct communication between a manager and their co-workers. These regular sessions provide an opportunity to discuss performance, objectives and personal concerns, offering precise follow-up on projects and strengthening professional relationships. They foster a transparent and motivated work environment, aligned with team and company objectives.

The one-to-one meeting is a manager's fundamental tool for building a trusting relationship with their co-workers. It's a condensed management meeting that makes management visible and measurable. Ideally, managers should schedule weekly 30-minute 1-1 meetings with each of their subordinates throughout the year, and make a ritual of it. The time that the manager spends on their co-workers is an investment. It's worth it, because it will reduce interruptions during the week and create greater performance and autonomy.

The basics of a successful 1-to-1 meeting:

• It's a face-to-face conversation with Sophie, during which he/she must be able to say whatever he/she wants
• It must be weekly and compulsory
• It lasts 30 minutes and is scheduled in advance, always at the same time of the week.
• The manager takes notes to favor listening and asking questions.

It's a 3-part interview:

1. The manager lets Sophie speak without interrupting (this is their top priority).
2. The manager asks questions (without stepping in to solve problems), provides information, passes on messages from above and gives feedback.
3. It's the right time for delegating tasks, enabling autonomy and for the occasional career discussion.

Feedback

Feedback is a gift a manager gives to their co-worker. Giving Sophie feedback means telling them what's going well and what's not. Feedback comes in two main forms: positive feedback, which aims to reinforce existing behavior, and negative feedback, which aims to correct it. It's an essential tool, enabling awareness and continuous improvement in terms of skill and behavior. When adapted to Sophie's personality profile, it can transform his/her perspectives and encourage significant growth.

Whether positive or negative, feedback must be factual, i.e. based on observable behavior that can be seen, heard, measured and described, and non-judgmental, as it is not aimed at the person but at the way they act.

The basics of successful feedback in 4 steps:

1. Invite Sophie to receive feedback.
2. Describe his/her behavior factually.
3. Describe the impact, results and consequences of this behavior.
4. Ask for the behavior to be adjusted or reinforced.

When is best for Sophie?

Preferably late morning.

Negative or corrective feedback

Negative feedback, when presented constructively, identifies areas requiring improvement. It is not intended to discourage, but provide guidance towards better performance by highlighting areas that require attention and adjustment.

Positive or reinforcing feedback

Positive feedback recognizes and values effective actions and behavior, reinforcing motivation and commitment. It plays a crucial role in encouraging the repetition of positive behavior.

Delegation

Delegation is a management tool that involves entrusting team members with tasks and responsibilities, while encouraging employee development. It encourages trust, autonomy and efficiency within the team, contributing to greater productivity and a dynamic work environment.

Any task that can be delegated should be delegated! Delegation is essential, because there's only so much work a manager can do on their own. By shunting tasks down the hierarchy, a manager can concentrate on managing people and focus on high value-added tasks.

A delegation process must be put in place to delegate complex and risky tasks:

• Define the minimum requirement, i.e. the expected result
• Set a precise deadline
• Identify the risks of possible mistakes and take the necessary steps to help co-workers avoid them
• Detail the progressive steps required to achieve results. Each step must have a specific objective and a date
• Hold a delegation meeting to ask the co-worker to accept their new tasks and explain the process.
• Monitor the delegation progress by means of 1-to-1 meetings (see above). At each stage, check the date and whether the objective has been achieved.