When getting it right becomes the most important thing

Finder of the right place for your talents through Manag-in

GRI / Coaching

Aim right: Reinvent managerial rituals to create more impact.

I remember a conversation with a manager, frustrated after yet another management committee. “We talk about everything and nothing, we mix the operational and the strategic, and in the end, I have the impression that we are not moving forward, that there is no cohesion, too many chapels” I have experienced and heard this frustration very often.

CoDirs where you want to deal with everything, where you pile up subjects without distinction, where you end up coming out more tired than enlightened. And yet, it’s not a question of intelligence or motivation. It’s a question of rhythm and precision in relationships.

If our collective meetings frustrate us, it is often because they try to be everything at once: a place of decision-making, alignment, individual expression, crisis management, operational follow-up, where often the different talents are annihilated… Under these conditions, it is impossible to have clarity and impact.
A proposal: To be able to create several spaces for exchange, more playgrounds, each with a clear purpose.

One-on-one meetings: time to listen, understand and adjust.
We often forget that the collective can only be powerful when the individual is integrated. A one-on-one moment allows:

° To really listen, to welcome everyone’s vision and concerns
° To clarify the meaning of decisions, to avoid misunderstandings and frustrations’
° To validate the resources, their proper uses
° To develop confidence and autonomy, by giving each leader the means to carry his or her own subjects

When a leader takes the time to understand each member of his or her team, he or she
does not waste his time.
A CoDir where everyone arrives already aligned on their own issues is a CoDir where we don’t spend half the time settling misunderstandings.

Informal moments: because the essential can be played out in other places.
I think back to the CEO who told me that his best discussions did not always take place in the Executive Committee. A coffee taken by the way, a walk between two appointments, a spontaneous exchange after a video call.
Exchanges that we are forced to “provoke” in a more hybrid world

These moments allow him to:

Detect weak signals, before they become blockages
To build solidarity, which is not born of forced alignment but of a relationship of trust
To bring out new ideas, without the pressure of the formal framework
A leader knows that a company’s culture is not only decreed in meetings. It is also built in these informal exchanges, where we get to know each other, to be more authentic beyond roles and agendas.
A weekly collective update: keeping the team aligned without weighing down the agenda
A CoDir meeting should not be a moment where we “take stock” of everything. Otherwise, we end up drowning in information and losing the impact of the decision.
A short, structured, regular format allows you to:
Share the essentials, without turning the meeting into an endless monologue

To set the priorities for the week, so that everyone moves in the same direction and works in solidarity.
To provide a common framework, while leaving room for individual initiative.

The CoDir: a moment of alignment, not a shooting range:)

With these new rituals, the Executive Committee can finally regain its primary role:

✅ A space of collective intelligence, where strategic thinking is enriched
✅ A place where decisions are challenged and enlightened, rather than subjected to them
✅ A moment when the vision becomes a reality, with clear choices assumed by
all

It is not by dealing with everything that we become more efficient, but undoubtedly by giving each subject its “right” space for exchange.

Aiming right means choosing the “right shot” at the “right time”
I’ve seen too many leaders burn out trying to “organize their meetings better.” The real issue is not there. Perhaps the real issue is to stop believing that one meeting can do it all, and that we should instead rely on each individual talent.
When we agree to distribute exchanges differently, we will aim for this transformation.

✔Better understood and better supported decisions
✔ Meetings that are no longer endless debates but places of action
✔ Managers who gain autonomy and responsibility

On a petanque court, you don’t shoot at random. We look, we analyze, we adjust… and we hit the nail on the head.