What skills are expected of future managers?
It is difficult, if not impossible, to predict what the ideal manager of the future will look like. Yet we must train them today. An innovative approach has been implemented at the University of Montpellier.
Marion Polge, University of Montpellier; Françoise Pierrot, University of Montpellier; Sarah Mussol, University of Montpellier; Sophie Casanova, University of Montpellier and Sylvie Sammut, University of Montpellier
“We can’t say which of the young people we’re hiring today will become a manager. They don’t fit into the ‘top-down’ hierarchy, nor into the horizontal structure of cross-functional teams. They’re on a diagonal path… and the slope of that diagonal has yet to be defined.” Françoise, an experienced SME executive, observes the shift underway among younger generations who are seeking new types of relationships—whether as employees, staff members, or managers.
While not exactly in opposition, the new generation of employees nonetheless disagrees and aspires to different decision-making and interpersonal systems. Which manager will drive these changes, and what skills will they be able to draw upon, caught between digital transformation, AI, remote work, hedonism, the need for a sense of belonging, and disengagement? To explore the challenges related to this question, the teams at Montpellier Management—the university’s business school—have created a THINK Lab, a sort of think tank where executives, managers, alumni, and Professors come together Professors exchange perspectives and envision what tomorrow’s manager will look like. What key ideas have emerged from these discussions?
The Ambiguous Search for Meaning in Work
First observation: the relationship to work is changing, influenced not only by the aspirations of younger generations but also by a broader societal shift. As Christophe, a certified public accountant, notes, “It’s a general shift in how we relate to work—young people too, perhaps even more so, but it applies to everyone. ” The digital transformation is upending our cognitive frameworks and our relationship to knowledge and time, while the demands of the environmental transition may lead us to refocus on personal or collective aspirations—but outside the company.
While the search for meaning is a hot topic of discussion, it is by no means a point of unanimous agreement. Everyone agrees on its importance, but for some critics, it is not a new issue. Others consider it secondary at a time when employees and managers are increasingly focused on hedonistic behaviors. The excessive emphasis on individual desires even creates a paradox with the company’s quest for meaning, which would require a collective commitment.
In short, the search for meaning at work is a complex issue, involving personal purpose, societal impact, and professional development. Organizations must adapt to these changes to create an environment conducive to each individual’s fulfillment and contribution. To this end, they are adopting models centered on collective intelligence, in which leaders and employees seek to align their actions based on shared values. Personal expectations, well-being at work, and the need for personal fulfillment are prompting some to reevaluate their career paths, calling into question the way in which skills are acquired and developed.
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What skills?
In addition to “hard skills” (expertise) and “soft skills” (behavioral skills), there are now “mid skills” (intermediate skills) and “mad skills.” The latter now occupy a very special place because, unlike “hard skills, ” which are acquired through training and experience, “mad skills” essentially stem from an individual’s ability to elevate a group or stand out from the anonymous crowd. Hence the incongruous pairing of the terms “skill” and “crazy.” Heterodoxy as a benchmark for creativity, hypersensitivity, career paths, and so on.
The set of required skills has thus become significantly more complex, combining objective and individual factors with emotional and collective elements stemming from personal experience, as well as resilience and boldness. “To soften the blow of joining a company, we also talk about humility,” emphasizes Jean-Marie, an entrepreneur. Everyone feels integrated into a collective where they feel useful and valued—all the more so because the company allows them to broaden their range of knowledge. We’re moving away from conformity to find “the” talent capable of pushing the collective’s boundaries and strengthening the spirit of “working together.” In an intensely competitive environment, the organization’s ability to adapt and amplify everyone’s skills highlights its uniqueness—and, by extension, its appeal.
Everyone's expectations, but especially those of each individual
In light of these various developments, the expectations of new employees, managers, and the company are changing. Aligning these expectations appears to be essential for the organization to function smoothly.
“My attitude toward work means that I perform a job to fulfill myself, to learn, and to work in a pleasant environment. This shift in my attitude toward work has also changed my sense of belonging,” explains Maxence, a former student at Moma.
New employees seek inclusive work environments where they feel valued and supported. They expect clear career development opportunities, appropriate training from the moment they join the company, and a corporate culture that encourages continuous learning and taking on responsibility.
The high expectations of companies, combined with employees’ individual aspirations, create a paradoxical tension that can undermine a sense of belonging. The actual or perceived pressure to meet high organizational goals while pursuing personal ambitions can potentially lead to a loss of motivation and loyalty toward the company. As a result, employees adopt a nomadic mindset, showing a tendency to switch employers as opportunities arise.
Declining Loyalty to the Company
Managers may feel overwhelmed by these new demands: in addition to environmental uncertainty, there is a growing mobility of talent driven by paradoxical individual expectations. This creates a need for rapid skill development within the company, particularly social skills that foster employee engagement: communication, adaptability, collaboration, conflict management, inclusive leadership, mentoring, and strategic vision. To facilitate this work, managers also expect their future employees to have a greater ability to integrate and understand the expectations of various stakeholders.
“The accumulation of know-how and skills through employees is the foundation of the company’s unique—even rare—value proposition, and thus its value,” writes Denis Dauchy. The question of whether the skills expected by companies align with those of their employees is essential to the company’s smooth operation. The collaborative work carried out within the THINK lab has, in particular, shed light on the aspirations of younger generations (and not only them), which are reflected in new needs and a new perspective on the company. The challenge facing managers and entrepreneurs lies in the need to take these societal changes into account by supporting employees in developing their skills, while respecting their personal aspirations and ensuring performance goals are met. The ability of individuals to adapt—not only to these changes but also to one another—is the key to resolving what initially appears to be a paradox.
Marion Polge, Associate Professor (HDR) in Management Sciences, University of Montpellier; Françoise Pierrot, Ph.D. in Management Sciences, University of Montpellier; Sarah Mussol, Associate Professor of Management Sciences, University of Montpellier; Sophie Casanova, Associate Professor of Entrepreneurship, University of Montpellier and Sylvie Sammut, Professor of Entrepreneurship and Strategic Management, University of Montpellier
This article is republished from The Conversation under a Creative Commons license. Readthe original article.