Undertaking will undoubtedly lead you to manage collaborators with diverse profiles, personalities and motivations. Your role, or at least one of them, will be to get the best out of your team. However, according to statistics from the Gallup organization, only 9% of employees in England are actually engaged in their business. Many leaders and managers therefore do not get the best out of their employees. Faced with this observation, some companies adopt a liberated management …
The philosophy of liberated management
Faced with this high rate of disengagement, two beliefs clash. The first: the man does not like to work and flees responsibilities. In addition, he prefers to be directed than to take initiatives. Following this analysis, management will be built on strict rules, extensive control and a reward system to encourage employees to work. At the same time, a second belief exists. Man is naturally involved, takes initiative and enjoys working if the following three conditions are met: he must have a sense of fairness, be in a nurturing environment and be self-directed. This second belief is the basis of liberated management.
Why adopt it?
In this logic, a classic management restricts the employees, because the strict rules break the creativity of the people. Tight control and a rigid hierarchy also weaken motivation and initiative. Conversely, a liberated management will allow to involve again the collaborators, which will have many induced benefits. More involved, employees will be more creative, more productive, less absent and turnover will be reduced. Many companies test this theory in practice, such as Chrono Flex, the freed-up business model.
How to set it up? Example at Chrono Flex
Following certain difficulties in the company, Alexandre GERARD, director of Chrono Flex, decides to adopt a liberated management. He explains in his numerous testimonies the path to liberation.
First, the vision and values are redefined. Performance through happiness, a culture of love for the client, a respectful and responsible team, an open mind and an open mind become the new values of the company. Then all the irritants are removed in the company. A malfunctioning computer will be an immediate problem, for example, as an irritant can decrease employee motivation and productivity. All signs of power are at the same time suppressed. Alexandre GERARD will no longer wear a suit and will leave his spacious office to work where there is room in the company. Finally, decisions, even strategic ones, are taken by employees divided into working groups. A coach will accompany this transformation, which ego and culture can hinder.
This is a parachute jump for Chrono Flex and its leaders who must find their new role. The logic of the business has changed: control turns into self-control, the culture of error is returned to the center and volunteering is encouraged. As for information, even strategic, it is shared transparently for the full involvement of employees.
Other companies like Kiabi and Décathlon have also taken this path, involving their employees through greater freedom. The establishment of such management can be done in different ways. The main thing then is to respect the three essential conditions for the involvement of employees which are, let us remember, fairness, a nurturing environment and self-management.
To conclude, management is one of the keys to transforming the company. Free management is therefore one of the avenues to explore in order to gain productivity and performance.
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