Managing a company that directs him towards the old or not, means bringing together a diversity of profiles and therefore working with personalities at the antipodes of his own. Leading, difficult and all the more so because sometimes led and possessed by the skills of employees who have recruited for their talents. Within companies, management influences the good atmosphere between salaries more than the good performance of jobs. Salaries are not always in the same boat, some are considered talents and have been removed. Recognized as indispensable, they can quickly become unbearable. Whether you’re the boss or the one being managed, it’s up to you!
In a company, some people have taken talents and skills but are difficult to support. If it brings added value to the company, especially when there are three investments, it can quickly become a hindrance for the company. Their talent benefits everyone, and even if you are grateful, they sometimes take the “big head” or let themselves go under the pretext of being talented, more so when they are at the top of the pyramid. Faced with such personalities, you may well feel disconcerted.
For the good continuation of your business or the good execution of your work, you sometimes manage to manage them. in his book “Incredible! How to manage your talents in business?”Christophe Chenu talks about his experience with the greatest.
He directed the conscripts of the “unmanageable”, irreplaceable talents with oversized egos. Based on the experiences of the general managers of L’Équipe, Lacoste, Elite World or the Reims stadium, he gives advice for managing these “difficult” profiles in the book. insupportable! How to manage your talents in business? (Éditions Bréal), co-author with Jean-Baptiste Guégan.
Essential but unmanageable
The author discusses his approach to celebrities with excessive egos. In the same way, in the company, certain talents can see themselves as stars. They feel that they are the source of the company’s success and that everyone should be accountable for their work, whether it is the employees below them or their business leader. They certainly participate in the success of an organization, but it is important to instill in them a team spirit and not give in to their whims.
As he reveals in his book, talents must, above all, not harm the general good atmosphere. Whether you are your hierarchical level, you are sometimes necessary to “manage” it in order to maintain a good balance and preserve your work environment. They can generate tensions in the teams which will become counter-productive, will harm your work and upset the collaborators. Managing talent requires a lot of patience and seriousness, so take the lead. Whether you are a business manager or close to the field, you have the legitimacy to impose yourself on the most capricious talents, who sometimes do not know all the realities or do not dispossess all the information.
Dealing with unmanageable managers requires asking yourself the right questions and dealing with a variety of personalities. Some people govern when others prefer to step aside. In any case, it is better to try to adapt to all the same profiles if it is a complex job. The best solution often lies in your ability to communicate well with them, which requires understanding their personality, to properly understand their behavior.
In the case of people with an oversized ego, it is better to impose yourself without hurting yourself. As for those who tend to fade away, do not hesitate to boost them a little on a daily basis by showing them your involvement and your desire to make things happen. Do not hesitate to subtly understand that the company embraces everyone’s efforts to move forward.
To best solve problems, listening is crucial without being too nice. If they will not satisfy you, you will have difficulty imposing yourself and or sharing your opinions with them.
Whether your talents are egocentric, angry or self-effacing, but the reward is a good lever for action when their work is of quality and your work is made easier. For some, you will be able to show encouragement if they are reserved and rather withdrawn. For those a little too sure of themselves, congratulate them in all simplicity so as not to put them on a pedestal too much.
The inverted pyramid, a managerial technique
In this same book, Christophe Chenu evokes the “inverted pyramid” technique for these rather special managers. According to him, you have to see the hierarchical diagram upside down and do with the talents, either to make the decisions despite their post raised, or you have the legitimacy to make the decision.
To do this, forget about their salaries or their positions, which should not be taken into account.
If you are the entrepreneur, however privileged, you sometimes need to obtain the other salaries between relatives. Your role is to accompany them discreetly and fairly in a way that evolves within the company in order to benefit from the qualities of the talents.
In the most extreme cases, remember that the company sometimes has to
Apart from one of their talents, there is an exuberant behavior and that begins with good corporate cohesion.