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Create and lead an engaged community? 5 steps to inspire you

Being the boss is no longer a dream for the new generation! In the past, everyone’s ambition was to climb the ladder, becoming a Manager then a Director. It was all about gaining hierarchical status through technical excellence. But now the game has changed! We don’t expect the same things from a Manager and the role is not the same. The range of managerial skills has expanded. Like a conductor, they must motivate their team to achieve objectives, push them to innovate and inspire them, giving meaning to their activities and promoting individual development… This new attitude should match the demand for performance from their own managers… who are delegating more and more responsibilities to them. Our Managers often feel very alone on all fronts!

Give them a mirror, a microphone and build a trusted space to make progress together. Essential actions that will reap benefits. We’ll help you create and lead your community of managers.

Activate human potential to make the company grow

When you create a managerial community, you are offering a dedicated space to the fabulous human potential of management. This community is an “island of trust” where managers can feel free to discuss, express and share their difficulties, and innovate together. When they feel they are being listened to and noticed, they can then become ambassadors for the company and suggest new ways to motivate their teams.

Very simply, the managerial community reinforces cohesion, opens up

opportunities for simpler, more fluid, more human communication and fosters a spirit of mutual support.

Within a managerial community, the managers compare and align their vision of the company’s strategy and projects. The result? Together they produce coherent messages and methods to be used for employees and their line managers, to create a united community that will perform better.

Managers have a key role – to create willingness!

“Leaders don’t force people to follow, they invite them on a journey.”

Charles S. Lauer, Vice-President of Crain Communication


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Did you know?

The main difficulties of managers at work:

Contradictory orders
Administrative burden
Lack of internal recognition
Feeling the lack of skills to lead a team

What if the managerial community was the solution?

Built and facilitated a management community in 5 stages

The method used for building and facilitating the management community is specific to each team, based on its DNA, culture and the personality of the managers. At Sagarmatha, we provide for an acculturation stage to slip into your managers’ skin and thereby address their specificities as closely as possible. As implementing a management community requires personalised support, here are some key steps for getting this project off to a good start:

1. Identify your objective

What changes are expected? What attitudes do we want to promote? What are the messages we send to managers? Using which tools? Following which schedule? What meetings are already in place? What do they say they are lacking or need? etc. We’ll help you draw up a full inventory. We’ll have meetings with your Management Committee and question panels of managers to identify your needs.

2. Define your public accurately

All work must have meaning, that’s why we get up in the morning. When employees are involved in the company’s projects and able to make the link between their daily actions and strategic ambitions, they can contribute and add their stone to the building. It’s much more than simply communicating the strategy, each employee must have the freedom to put it into action.

3. Organise regular contact

A community exists because its members know each other and share genuine times together. Holding regular meetings means they can give feedback on the company’s projects, share the next steps, and create and strengthen links. These conversations about personal and professional values are the best ways to share good practices and consolidate the corporate culture… They are also powerful levers of creativity and innovation: “Meeting others creates movement, circulates energy, triggers emotions, vital instincts and creativity,” writes Eric Julien in his book “Le choix du vivant”.

At Sagarmatha, we organise tailor-made events to encourage such moments, taking various formats: collaborative workshops, managers’ conventions, learning expeditions, innovation challenges panel, and so on.

4. Open up communication channels

Between meetings, the communication system must be very accessible: emails, specific internal network, collaborative platform, etc. To lead your community in the long term, Sagarmatha will support and advise you on the best method of communication, the tone to use and the conversations to hold. Together we will build “phygital” communications suited to your target audience, proposing a personalised communication and events plan to keep your community active!

5. Measure the ROI

What are the areas of focus that meet the company’s needs? As time goes on, you need to take a step back, look at how far you’ve come and measure the results. To ensure that creating and leading a managerial community is a success, there are several indicators that don’t lie: the development of the employees’ learning curve, quality of the projects completed, customer satisfaction, turnover, synergies between teams and sharing of good practices are all measurement factors that can be used to judge the efficiency of a community.

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Did you know?

Creating a managerial community responds to four needs expressed by managers:

A need to belong: feeling part of a community that shares the same problems

A structural need: visualising and understanding their role in the company

A need to share: sharing their vision and methods to identify a clear strategic line

A need to be revitalised and valued: finding support and recognition in a group that understands the difficulty of their role

Do you want to find out more?