Why and how to build an efficient managerial charter?

The success of the major transformations underway in organizations depends to a large extent on the evolution of human behavior, both individual and collective. Management, the backbone of the organization, is the main lever of this transformation. In this context, companies are focusing on managerial transformation at the heart of their strategy. But first, it is important to understand what managerial transformation is…

What is managerial transformation?

Managerial transformation is a series of steps that go from the definition of a shared vision to the implementation of tools and processes, including the training andsupport of managers.

The stakes are high, as it is essential for the company to change its working methods in order to adapt and remain competitive in a constantly changing environment. Companies can no longer afford to maintain obsolete working methods, if they are to meet the growing demands of competitiveness and remain attractive and in tune with their environment.

The managerial transformation addresses major issues for the company, including :

• Encourage the adoption of new managerial practices in line with current issues
• Professionalism and quality
• Giving meaning to managers and harmonizing practices
• Guarantee attractiveness and develop the employer brand through qualitative support for managers

To initiate this transformation over the long term, the first step will be todraw up a managerial charter. As a key element of the transformation process, it defines a managerial model specific to the company, in line with the major transformations taking place today, as well as the company’s own culture, identity and challenges.

But then what should this charter contain, how to formalize and deploy it?

The general lines of the evolution of working methods and therefore of managerial practices

To meet these new challenges, working methods need to evolve, and managers, by transforming their practices, will be the key players in this evolution.

Theevolution of work methods can be visualized in a general way around 5 axes:

• Collaboration and collective intelligence
• Commitment and sense of belonging
• Autonomy and empowerment
• Agility and uncertainty
• Creativity and innovation

To accompany these changes, management practices must be transformed. And the main evolution is a change in the manager’s posture in his function.

Even if the managerial function may have been abused in recent years, in most companies today it’s not a question of doing away with managers, but of giving them a different role, far removed from “hierarchical superiority” and the pyramid system.

If the forms can be different and adapted to the reality of each company, the current forms of management include a common point: the end of a “superior” manager, pivot of a pyramidal system, based on the “command & control”.

Nevertheless, managers do not disappear. On the contrary, their missions seem to be strengthened and professionalized. “Fewer managers, but more management”: this apparent contradiction sums up today’s reality, the disintegration of hierarchical positions, but the need to strengthen people management skills.

The managerial posture will then integrate the functions of coach, communicator, facilitator…

The manager must be able to:

• Engaging employees and developing well-being at work
• Develop the collective dynamic
• Promote the conditions for continuous innovation
• Accelerate the transformation of team operations to make them more agile, autonomous and responsible
• Accompanying change and the development of employees, giving them responsibility.

A managerial charter specific to each company

While there are issues common to all companies in the evolution of working methods and therefore managerial practices, the transformation process must be specific to each company and must support its strategic priorities.

In fact, the evolution of individual and collective behavior (and the support provided by managers) must not only support the success of a more global strategy, but also correspond to the company’s DNA and culture, both the existing one and the one we want to see develop.

It is therefore useful to ask about the individual competencies that would support and promote the deployment and success of the company’s strategy. We can also add to this reflection a description of the values held internally that are worth preserving, and those that it would be useful to develop.

Workshops with managers can be organized around these themes and allow the emergence of guidelines. Indeed, co-constructing a managerial charter with all of the company’s stakeholders makes it possible to involve employees in the transformation and to ensure that they adhere to the new managerial vision.

A synthetic managerial charter can then be formalized, containing for example 5 to 10 key words, each one explained by a sentence. With an attractive visual, which can, for example, use the codes of the new strategy, the managerial charter will provide a framework for the managerial transformation process, give it meaning and also mobilize managers more strongly.

In this regard, SQORUS conducts numerous workshops to involve teams of managers in the co-construction of their managerial charter. It can guide management teams, harmonize practices and set a framework and rules to act with serenity within the organization.

The managerial charter: the starting point of the transformation

Vision, meaning, guidelines… the managerial charter is also the concrete starting point and framework for any managerial transformation.
In particular, it is on the basis of this charter that a managerial skills repository can be developed.

This reference framework defining the skills expected of a manager will form a coherent basis for the development of multimodal training paths.

The training courses can be completed by :

1. The creation of a support system

The creation of a permanent support system (team and tools) on which the manager can rely, when he or she wishes, throughout the development of his or her new postures and practices.

Examples:

• Booklet of recommended managerial rituals
• Coaching, tutorials
• Toolbox
• Network of referents Collective intelligence…

2. The establishment of real learning and exchange communities

The establishment of real learning and exchange communities that strengthen cohesion and the feeling of belonging.

These communities are grouped around special times:

• A platform for exchanges and resources, and even applications for assistance
• Inspirational watch, conferences or webinars
• Managers’ seminars
• Feedback and co-development workshops
• Challenge, mini-hackathon, team building…

The managerial charter is also the basis for setting up a system for monitoring changes in practices and, more broadly, for setting up a barometer of employee commitment.

It is important to emphasize that in order to remain competitive in a constantly evolving environment, the company must adopt a managerial innovation approach in line with societal changes and the aspirations of its employees. On this subject, we have written an article giving you the keys to initiating a managerial innovation within your company.

Conclusion on the development of a managerial charter

Developing a managerial charter means taking an approach to transforming managerial practices; a coherent, measurable and engaging transformation, and thus giving oneself a chance to succeed in a concrete evolution of working methods in order to adapt effectively to current challenges.

At SQORUS, we work with our clients on a variety of issues, particularly those related tomanagerial innovation. If you are interested in the subject of the managerial charter, do not hesitate to contact us to discuss it with our experts.

See also our feature on "HR strategy management tools".

• What are the key issues facing HR departments today?
• Organization, talent management, recruitment: priority HR projects?
• Human resources management: what HR strategies for the future?
• Best practices to manage your HR strategy in an optimal way
• The different HR management tools to carry out your HR strategy
• HRIS software: the different areas of intervention for the HR function
• How to convince your management to invest in an HRIS tool?
• Is it necessary to be accompanied in the management of an HR strategy?
• What indicators should be defined to measure the performance of an HR strategy?
• HR strategy: how to achieve effective HR reporting?
• Who should drive HR projects in the company?
• Setting up a working group for an HR project: who should be involved?