dilemma for bad bosses

The young talents, a central issue


Let me show you that innovation kills the bad bosses ! As you already know, we are assisting to a fierce battle for the young talents. Where do the new generations want to work ? In general, they want to work in the major banks, in the cosmetics major groups… But the digital start-ups are accelerating the destruction of the major firms, as precised in the first part of the article, by the root, recruiting the best talents. Currently, the major Europeans companies do their utmost to try to reinvent themselves. They started to delete the tie wearing, but that’s not all, to remove the leaders’ privileges (who are not all really happy to have lost their car or their parking place). They also deleted several positions. You certainly know this  ranking which publishes pompously the presentations of the companies and elect “the 10 most coveted companies where everybody wants to work in”, it could look like this ranking, don’t you think?


The entrepreneurship, more than a passing fad


There is a londonian interim agency who says that 50% of the under-30 year olds want to leave the company where they work. This agency offers jobs which  bring a feeling of gratitude for those who apply, but it also helps the young talents to undertake. We often talk about entrepreneurship, which seems to be a trend, a solution to the crisis, but the willingness to undertake is a significant possibility that the digitalization accelerates too. There is a study of Telefonica about the Y generation which says that 1 young person out of 10 in Spain, in europe or in the USA could turn to entrepreneurship in the 10 next years. However, in several countries such as Colombia, only 1 young person out of 4 will undertake in these 10 next years, which shows the changes in vision that there may have been in the  most developed economies.


Give a meaning to your job


This transformation in the ambition of our young talents shows us that they want to give meaning to their job, the new technologies giving us new possibilities of companies creation. Indeed, they facilitate the access to the work market which is drastically changing. For your information, 53 millions of Americans, are auto-entrepreneurs (freelancers), 34% of the American workforce is independant. According to the previsions, by 2020, it will be true for  half the American workers. The world is changing and the digital start-ups, the entrepreneurship, the freelancers (independants) are making the work market evolve. The companies which want to survive will have to eliminate the autoritary management, by reducing the intermediates and by adopting the principles of self-management and/or of collaboration.



What is self-management ?


Let me give you an example that I really like: a Brazilian textile company, which a family’s friend inherited from his father in 1995. After an acquisition phase of the company which almost gave him a myocardial infarction, he decided that things could not continue like that and that he had to transform the corporate culture. So , he started by removing the privileges of to the senior management: cars, parking places, personal secretaries, exorbitant salaries. Then, he decided to grant a decision process  to the workers and to the employee representative committee by creating committees. Besides, the employees could decorate their workspaces as they wished, choose the color of the walls…, secondly, he instaured the schedule flexibility, and to finish, he implemented the principle of “test and learn”, allowing them not to lose the client focus. The company is today, 20 years later, one of the most fruitful industrial companies of the Brazilian market, having managed to survive different financial crises.



The end of the hierarchical organizations


This is a company where the level of self-management is very high and where the employees decide themselves the amount of their incomes, the redundancies are decided collectively. There is no hierarchy, only autonomous and independent groups where a person is a coordinator, but it is not a definitive position. Every year, there is a democratic vote to elect the coordinator, if the person happens not to be such a good coordinator then he will become a team member again and the workers will elect another one. This company is not the only one using the self-management. The autonomy at work is today recognized in a lot of surveys as a wealth for the companies. The researchers of the Cornell university did a study on 320 SMEs, where  half the companies left lots of autonomy to their employees while the other 50% were more autoritary. Those which left the most of autonomy to their employees developed 4 times faster and have ⅔ of turnover in less than the others. But the self-management alone is not enough, we also talk about principles and digital values. It is a sweet utopia and today it can’t be always set up because of the lack of collaborators’ engagement.



The bad bosses won’t resist to the transformation


Indeed, during the transformation of a company, the role of the different bosses (CEO, executive officers, intermediate management) will take a significant importance, and unfortunately here, the bad bosses will get lost, showing a lack of empathy, of emotional intelligence, or also adaptability. The fear of change is a fact and in general, the companies don’t take enough into account this point before embarking in major projects of recast. The CEO must gather these different directors and managers, explain the strategic goal and the way this new culture will be implemented. The objective is clear: all the collaborators move in the same direction to face the new market challenges. This “education” phase is unfortunately not taken enough into consideration by the management and a lack in this phase puts the firm in danger. We come back to a mantra which is dear to my heart… The bad bosses ordonate, the good bosses educate and help.


And if you didn’t read the first part, click here !


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