Leading sessions of communities of managers

Leading sessions of communities of managers

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Leading sessions of communities of managers

Make the community a resource for each person, make each person a resource for the community.

When they encounter technical or business problems, managers often find support, as they are used to identifying and requesting the resource people in their network.

Line management and HR are not always seen as a resource, or the people to ask for advice, as there is a risk that they may provide overly simplistic solutions to a situation that has only been superficially analysed.

When they have human or managerial problems, managers are much more powerless: who to speak to about such and such difficulty with an employee?

However, the increasingly fast pace of change experienced by companies means a continual adaptation by employees: while the manager is concerned for himself or herself by the changes experienced, sometimes imposed, they are also concerned by the fact of having to support the organisational and technical aspects of these changes and their psychological implications.

We propose a managerial approach to preventing psychosocial risks, through the creation of “communities of managers” led by a third party.

These groups of 6 to 8 managers work in a confidential context on real situations of difficulty or uncertainty proposed by each manager for the group to reflect on.

The group is led by a consult-expert in preventing occupational risks, in order to ensure the issues of preventing psychosocial risks and developing managerial skills are covered.

A connection is forged between individual management problems and collective and organisational problems.

Communities of managers are an alternative to traditional “management training” or “stress management”.
Based on setting up sessions in the company for discussion between managers on problems encountered on a daily basis, the method proposed aims to:

  • Re-establish the connection between the working situations experienced by direct managers and the perception directors have of them: all too often, psychosocial risks are fostered is the discrepancies in perception between different people on the definition of a “job well done”.
    Directors, along with middle management and employees, must commit to reducing such discrepancies. If each of them prepares a personalised action plan, it is possible to move beyond the stage of raising awareness. The group is led by a consult-expert in preventing occupational risks, in order to ensure that the following issues are considered:

      • prevention of psychosocial risks,
      • developing managerial skills.

  • Have middle management prepare feedback to the directors, so that the organisation of work is developed in such a way as to reduce psychosocial risks. It is also necessary to create, together with middle managers, a dictionary of managerial best practices that can be used as a basis for drawing up a reference managerial charter for the company, with the unique advantage that it has been created by managers “on the ground” and includes both their “desirable” vision and what is “possible”. In both the method of leading the group and its deliverable, emphasis is placed on two factors: understanding the underlying factors determining a situation, at the individual, interpersonal, managerial and organisational levels, and creation by each person of a personalised action plan, in order to move beyond the stage of raising awareness.

Consultancy firm specialising in preventing psychosocial risks
and developing Quality of Working Life.