How to implement participatory management – The world of work is constantly evolving, shaped by technological advances, social changes and new expectations of workers. Today, it has become imperative to rethink the way we manage our teams and our companies. Indeed, traditional management models, characterized by a rigid hierarchy and strict control, show their limits in a constantly changing professional environment. Faced with this reality, implementing participatory management emerges as an essential approach to meet the needs and aspirations of workers while promoting efficiency and innovation.
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Amélie Fenzy, is the founder of Values and Value, a company offering innovative teaching methods to better work together with meaning, fulfillment and performance. With the release of its book “Manager: a collective adventure”, Amélie gives us her point of view for implementing participatory management.
“Valeurs & Valeur” was born from your desire to give everyone the keys in their professional life to find meaning and create value. In this context, how is participative management relevant and makes sense to you?
It is important to understand that the company is a key part of society where each individual can make a significant contribution. In this, the participating management goes beyond simply allowing employees to express themselves and participate in decision-making. It is a deep recognition that every member of the organization has unique skills, knowledge and perspective.
By adopting this perspective, implementing participatory management aims to get the most out of each individual. And this, by recognizing that Diversity of skills and experiences is a source of wealth for the company. It is a way to create an environment in which everyone's talents are valued and exploited.
This approach not only contributes to the success of the company, but it also allows to strengthen employee well-being, increase their motivation and commitment and foster a sense of belonging.
What are the main steps towards more participative management? What soft skills are necessary?
I will start by saying that, for me, as human beings, we are naturally participative. Man is a social being who exchanges and feeds, directly or indirectly, from others before making decisions.
Participative management is an approach where listening to individuals is essentialIt is important to take into consideration what everyone has to say, to make decisions taking into account multiple points of view and then to explain the reasons behind these decisions based on the specific circumstances.
The big steps are first of all individual well-being. When someone does not feel in harmony with themselves, they tend to withdraw or become controlling. You have to be in control of yourself to be able to listen to others.
Then the other important aspect is a clear organizational framework. When the roles of each individual, as well as their expectations are well defined, and this is maintained by effective communication, an environment conducive to participatory management is created.
And when the manager is faced with reluctant employees, it is important to refocus them. Participative management is also recognize and understand that their reluctance may be the result of past disappointments. It's up to him to set the limits.
A metaphor illustrates this perfectly. A child playing football and never gets a chance to touch the ball. Can we really blame him if he doesn't want to play anymore? It is largely the coach's responsibility to promote team play.. It is therefore necessary to restore confidence and security by emphasizing rules and animation within a defined framework.
What is your methodology for supporting managers?
The company is based on 4 fundamental pillars:
- Vision translated into ambition and objective
- Our mission
- Values
- posture
These elements must be clearly defined, communicated and constantly animated and integrated in the daily life of the organization. On these 4 pillars, our methodology adapts and is built to measure in order to propose a path of evolution over the desired time.
I will give you some examples to illustrate my point:
- Short-term business (2 months): Objective to improve employee autonomy. The first 15 days were devoted to observing and assisting with meetings at all levels. Then, an action plan was put in place, including improving the way meetings were led. To do this, 30-minute interim interviews were introduced between meetings to promote autonomy.
- Long-term venture (18 months): Shift from an affect-driven culture to a results-driven culture. The process began with a launch phase with clear communication about the need for change. The transition took place gradually. Starting with the management committee, then involving managers and finally employees. The first nine months were dedicated to training, establishing management rituals, and results-oriented meetings. The next nine months were focused on strengthening employee autonomy.
To sum up, we adapt to the needs. But overall I would say that there are two main phases: a first phase of very sustained training and support. This involves observation, training and training plans. Then a second phase focused on automation. That is to say, how to make individuals autonomous so that they continue to progress together.
Our goal is to simplify everyday life, to streamline actions to lighten the workload. It is important to understand that, although it may initially be complex, The long-term time saving is considerable. We then note a clear improvement in safety, peace of mind and quality of work.
Do you have a concrete example where more traditional management was less effective than participative management?
A company had initially built a culture of innovation solid and worked actively with his teams to develop new methods of operation. This approach had led to significant growth during the creation phase. However, during the development phase, the leader changed his tune by stopping consulting his teams. He called on a consultant who recommended that he establish a traditional management model, characterized by solitary decision-making prescribing what employees should do and how they should do it.
Results: a 60% turnover in the team.
Yes, directive management is necessary at certain times in the life of the company: in times of crisis or when decisions must be made quickly. But this example illustrates well that, ultimately, implementing participative management is crucial for maintain employee engagement, promotecollaborative innovation and ensure sustainable growth of the company.
You have written a book called “Manager: A Collective Adventure”. What is its objective?
Our society is evolving towards an increasingly individualistic orientation, which makes team and collective management essential. In the past, society subjected us to a certain form of authority. The role of the manager consisted mainly of coordinating projects. Today, the manager must, of course, direct projects but it must also take into account individual motivationsThis fundamental change profoundly redefines the nature of the manager's job.
My book aims to provide keys to understanding this evolution. It is divided into several phases. The first focuses on understanding the changes through concrete examples. Then, it focuses on understanding the individualities, both of the team members and of the manager himself. It is about understanding how these individualities can converge to create a collective movement. Finally, I address the issue of the framework and how to maintain it within the collective. This is a work anchored in the reality on the ground, which models lived experiences rather than limiting itself to abstract theories. It offers methods, concrete examples and practical tools.
For you, how does a collaboration and collective intelligence platform help management to be more participatory?
The integration of a collective intelligence platform and collaboration plays a crucial role in the transformation of management towards a more participatory approach. This evolution is fundamental, because nowadays, communication in the company is essential for its success. These platforms facilitate the fluidity of exchanges, thus compensating for the lack of time that an overwhelmed manager often suffers from. They broaden the spectrum of information collection, allowing the manager to receive a more complete set of data. As a result, the manager saves time and has the opportunity to structure how he wants the information to flow back to him.
However, the impact is not limited to communication. A platform of this type acts as a catalyst, facilitating the construction of theintelligence collarlactive in business. It helps bring together the ideas, knowledge and skills of employees, creating an environment that is conducive to collaboration and innovation. Ultimately, It contributes to improving decision-making, strengthening employee commitment and increasing the company's competitiveness.It is a valuable asset for implementing participatory management, promoting efficiency and creativity within the organization.
