Digitization and the current health crisis are leading companies to undergo profound transformations. On the one hand in the essence of their missions, but also in the working methods with the generalization of an ultra-connected working environment. To do this, they must change their organizational and managerial models. But, concretely, is there a pilot of the transformation? If so, who is he?
The field manager, an essential link in business transformation
In a period of transition, how to manage employee motivation? How to align the company’s vision with the actions on the ground? What role does management play in the transformation of the structure? The culture of results can lead to discrepancies between the ambitions of management and the daily behavior of employees, which is often explained by a lack of transparency. It is precisely at this stage that the field (or proximity) manager plays a key role.
As an individual, he must be exemplary to change mentalities in a sustainable way and lead his teams. His role is multiple: he supports his teams in the construction and implementation of action plans, analyzes strengths and weaknesses, ensures the sharing of good practices and transformation objectives, also encourages everyone to collaborate, to become a player in this transition. He is both an actor and bearer of the corporate vision.
The challenge of the manager: the management of the activity in real time…
The field manager is on all fronts: he advances his team against all odds if necessary. But he must not forget one of his main missions: the management of the activity. This is even more true in times of internal transformation. He must be able to plan the activity, communicate around the KPIs, analyze them and make the appropriate decisions. Today, this dynamic often involves meetings. However, according to a report published by Lecko in 2019, 32% of managers want to reduce the number of meetings to free up time and be more efficient.
Therefore, how to effectively manage the activity in real time? By implementing appropriate tools, promoting the sharing of information, and involving employees more. Reporting is evolving: it is no longer a control tool, but a monitoring of activity, at the moment T to adapt action plans to different situations. Visual management then finds its full effectiveness. It makes it possible to distribute the same information to everyone, to display the indicators, to monitor their status at a glance (thanks to color codes for example) and to encourage exchanges directly around the wallboards. All the foundations of the OKR (Objectives & Key Results) method…
… without forgetting the support of the teams
Of course, the manager must develop his employees. For this, in times of transformation, it is a question of better sharing information to make them autonomous. This is also a strong expectation on the part of employees: according to Lecko, 46% of them expect better information sharing. The implementation of visual management tools makes it possible to communicate in complete transparency with employees. Thus, they are able to assess the situation, make the appropriate decisions and call on the manager when the need arises. Wallboards also reduce the growing number of emails. Indeed, 28% of managers want to reduce their uses in order to better exchange with their teams.
From a control function, the manager evolves towards a role of support, team coaching, essential to the internal transformation of a company.
The change in the role of local manager is essential to disseminate the overall strategy generated by the transformation of the company. He becomes a true pilot of the project, carries the strategy and the teams to bring them in the same direction. And visual management can quickly establish itself as the essential tool for carrying out its new missions.
