Paul Foeglé begins by highlighting an alarming reality: many managers today seem disengaged, and companies sometimes struggle to find volunteers to take on this role. The cause, according to Paul, is a crisis of meaning and an increasingly heavy workload. Managers often find themselves “between a rock and a hard place,” having to bridge the gap between general management and teams, while managing operational projects and embodying a role of influence. He particularly cites a Gallup statistic showing that 50% of employees feel their manager doesn’t help them develop enough – a major challenge for engagement.
A Reimagined Role with Remote Work
With the rise of remote work, the manager’s role is evolving towards that of a facilitator, responsible for maintaining social connection despite the distance. Paul emphasizes the need for managers to create rituals adapted to hybrid work and to invent new ways of engaging remote teams. “Today’s manager must succeed in engaging dispersed teams while strengthening cohesion and ensuring a stimulating work environment,” he explains. To do this, he advocates for adapting digital tools and redefining daily interactions.
Lightening the Manager’s Load: A Shared Responsibility
Paul also highlights the overload felt by many managers, between their traditional duties and new responsibilities often related to regulatory processes or engagement initiatives. He advocates for increased corporate support for their managers through specific training and resource optimization. Inspired by certain tech practices, he proposes distributing certain tasks among several specialized roles, allowing the manager to focus on the essentials: supporting and coaching their team.
Managerial Practices at the Heart of Engagement
For Paul, establishing managerial practices such as regular feedback, weekly meetings, and agile-inspired sprints are essential for maintaining strong engagement. These rituals create team dynamics and foster collective progress. He encourages companies to evaluate not only performance but also how managers mobilize their teams, by developing collective intelligence. These managerial practices help maintain a strong team culture and a positive work environment.
Humility and Kindness: The Keys to Balanced Management
Paul also emphasizes the importance for managers to demonstrate kindness and humility in their interactions. According to him, the managerial role requires a delicate balance between ambition and listening to employees’ needs. “It is crucial for managers to understand and respect each individual’s deep motivations to create an environment conducive to dialogue and growth,” he explains. This type of humanistic management strengthens the proximity between managers and their employees, which is essential for a healthy work dynamic.
Symmetry of Attention: Supporting the Manager to Support the Team
Paul introduces the concept of “symmetry of attention,” according to which companies should grant managers the same level of support they expect from them towards their teams. This symmetry creates a better quality of work life for all stakeholders. To achieve this, he proposes implementing tailored support programs and fostering exchanges between managers to strengthen collective engagement. Such an approach helps managers feel heard and supported, which is essential for them to, in turn, support their teams.
Building and Fostering a Managerial Community
Finally, Paul emphasizes the need to build a true managerial community. He encourages companies to establish shared collaboration rules and to implement a rotation of responsibilities so that each manager contributes to collective success. A well-engaged community allows managers to support each other and share best practices, while strengthening cohesion and team spirit within the organization.
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