From crisis to recovery: how a new management team leveraged confidence
The challenge was quite high when the company was created 8 years ago out of a corporate restructuring. The initial context was difficult, with the departure of key people from the previous structure, a dual shareholding structure and the introduction of two managing directors, each representing one of the shareholders.
The company had gone through several crises. One of the 2 shareholders left after 4 years while the company was still making losses. Profitability was difficult to achieve and budgetary and regulatory constraints were very tight in their industry. The initial management team was made up of operational people who were not prepared to join a management committee.
In such a context, how do you build a committed team that has confidence in its leader and in the future of the company?
First, to inspire confidence in the future...
The director, who has been in place since the company's founding, has always been open and accessible. At the time of the change to a single shareholder, she was joined by a deputy director who was very much in line with her in what they said and did. This new duo shared her belief in the viability of the business despite the headwinds and were transparent about the difficulties, keeping much of the stress and worry at their own level. They took time to celebrate the small wins, such as getting new customers signed up. They communicated relentlessly about the support of their sole shareholder, including making his voice heard at management seminars.
Walk the talk, demonstrate commitment and expertise
The director is recognized as a competent person, both internally and externally: she manages the difficult relations with the shareholder, is committed to the clients and is able to take operational decisions quickly.
She knows how to be on deck in times of crisis to support her team and play her part (smoothing difficult relations with the client's top management, negotiating with the shareholder when presenting results). Year after year, the proof of her commitment is visible to the teams: the integration of new satisfied customers, the confidence of the shareholder who supports them despite the results.
Invest in team development
As in many organizations, pressure is high and activity levels are intense. But the director is determined to invest in people to help the team grow. She takes the time to listen to everyone. She organizes regular team seminars to build relationships and get people to work together on operational issues that can be perceived as irritating between services. And the results are visible: a willingness to work together across departments, no silo logic, a focus on the customer rather than internally.
Gradually, each director has developed in their role. In recent seminars, she has involved the team in building the future, getting them to work together to reorganize and optimize internal processes.
Of course, not everything is perfect and, as in any organization, there are areas for improvement. However, I have rarely seen such a cohesive, dedicated, collaborative and open team. It's driven by the same desire to succeed, shared values and the ability to work together to serve the customer with the utmost professionalism. It's the result of everything the MD has done over the last 8 years. There is a high level of trust within the team and with the director. It's a solid foundation on which to face the challenges of the future, thanks to the quality of the relationships they have built.
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