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The saying ‘he who grasps at too much loses everything’ provokes contrasting opinions, but a growing number of professionals today find themselves involved in a multitude of projects at the same time, at the risk of treating them superficially.
Beyond image, it seems to have become customary to be present everywhere: at all meetings, at all events, within all networks. This trend raises questions: is it a desire to control everything, a fear of emptiness, or simply a fear of being perceived as insufficiently committed?
Previous generations had internalised the idea that a job started must be finished. This principle was learned from an early age and often continued in professional practices. This parallel may seem simplistic, even outdated, but it reflects a contemporary reality: the fear of missing something, which leads to incessant activity.
Observation of more recent practices sometimes suggests that this dynamic may be accompanied by deeper fragilities. Without delving into the psychological realm, let us focus on the impact of this phenomenon on management practices.
Being a manager means knowing how to take a step back, prioritise and choose your areas of intervention. It is also essential to determine the appropriate level of detail depending on the nature of the issue and the maturity of the team.
Having worked with managers who are adept at micromanagement – focused on every detail – as well as others who operate in ‘helicopter’ mode – with a broad overview but disconnected from operational realities – I have found that striking the right balance is much more challenging than it seems.
Without claiming to have always found this balance, I have learned throughout my career that managing teams spread across different geographical and cultural contexts requires constant adjustment. With some employees or areas, a global vision is sufficient; for others, in-depth knowledge of the issues is essential in order to ask the right questions and effectively support the team.
In general, it is difficult to properly manage something you have never done yourself. Organisations still frequently resort to ‘parachuting in’ executives with strong technical skills but limited knowledge of the realities on the ground. Coaching or mentoring can be beneficial, provided that the person concerned adopts a learning attitude.
The profiles encountered are varied: from specialists reluctant to broaden their vision to voluble but unhelpful managers, including arrogant, manipulative or impostor types.
Fortunately, there are also true leaders who can inspire and mobilise others. While continuing education and management programmes are important levers, authentic behaviours are most evident in times of pressure or when dealing with complex issues. It is precisely at these times that those who are too scattered show their limitations.
Reflections on the underlying motivations and mechanisms for avoiding these pitfalls are, in principle, the responsibility of human resources, but these functions must themselves be guided by strong leadership.
Enjoy and see you soon.