You said: “I’m not looking to be liked; I’m looking to be understood.” Can you explain this statement?
Here’s how I would summarize my philosophy of management: I don’t seek to be liked; I seek to be understood. A good manager must be clear and consistent in their expectations. The goal is not to chase approval or popularity but to establish mutual understanding that fosters performance. Workplace relationships should be built on trust and accountability, not personal feelings.
You mention that management is primarily about competence. Why is this so crucial?
The first principle is this: management is measured by competence, which then translates into performance. Competence is the cornerstone of a high-performing team. It builds credibility and enables informed decision-making. A competent manager can guide their team, solve complex problems, and adapt to changes. Furthermore, competence inspires trust and respect—key elements for motivating employees.
You emphasize the role of managers in recruitment. How important are they in this process?
Managers serve as the link between upper management and employees. They must be carefully selected and actively involved in recruiting their teams. When a manager takes an active role in recruitment, they invest in the team’s success, creating a virtuous cycle of responsibility and performance.
You seem skeptical about young, inexperienced managers. Can you explain?
A manager must be competent, with deep experience in their field to pass on to their team. A 23-year-old manager, regardless of education or potential, lacks the necessary depth of knowledge. My skepticism isn’t directed at youth itself but at the absence of experience. Competence is built over time and through varied situations. That said, a motivated young professional, if well-supported, can grow quickly.
You describe competence as an investment. What do you mean by that?
Competence is an investment, not a cost in the economic sense, but a medium-term investment. Investing in competence ensures sustainable business growth. Strong competence at the top naturally cascades through the team, reducing costly errors and encouraging innovation.
You talk about “competency management.” What does that entail?
Competency management involves developing the skills of every member of an organization to achieve its goals. It’s about fostering collective intelligence by aligning individual strengths and skills. This approach creates a work environment where everyone feels valued and performs well while staying aligned with the company’s values.
How do you implement this strategy in a company?
Throughout my career, I’ve been a strong advocate for gradually introducing competency management. This requires careful planning:
- If a competency management system is implemented, the manager gathers data and takes a leading role in HR decisions.
- They then work closely with leadership to identify long-term priority areas and define their scope of action.
- Managers oversee the development of collective skills and review the company’s processes.
- They evaluate each team member’s profile and skills, then focus on training—whether by acquiring new skills or enhancing existing ones.
What are the tangible benefits for a company?
First, you’ll see an increase in overall company performance. A skilled manager optimizes team, time, and project management. By leveraging their expertise, they can elevate their team and drive employee engagement. Second, it enhances the company’s brand image. A positive work environment created by competent managers attracts talent and boosts employee loyalty. Lastly, it improves employee retention. When employees feel heard and valued, they’re more likely to stay.
Any final advice for future managers?
To future managers reading this: always listen to your teams, communicate effectively and consistently, and most importantly… lead by example.