Who has never felt that crushing pressure of having to handle everything immediately? For a young manager, the reality of work often comes down to a race against the clock. Between endless meetings, constant demands from senior management and the many projects to steer, it is tempting to want to master everything, control everything. But is this approach really effective?
Many consider that a good manager is one who answers emails in record time, makes decisions in a few seconds and moves from project to project at a frantic pace. This vision, although appealing on the surface, is far from realistic and can even be counterproductive. Rushing often leads to exhaustion and harms the quality of work.
The dangers of rushing
Working in a constant state of urgency can give an impression of efficiency, but the consequences can be disastrous:
- An increase in errors : By making hasty decisions, we forget to analyse all the options, which can lead to unsuitable choices and costly mistakes.
- Demotivated teams : A manager who is constantly under pressure passes their stress on to their team, which can quickly create an anxiety-inducing climate and a drop in motivation.
- Loss of strategic vision : By focusing attention on immediate tasks, the manager risks losing sight of long-term objectives and neglecting strategic actions.
- Professional burnout : By trying to handle everything all the time, we end up exhausted, which harms both effectiveness and mental health.
Changing the paradigm: adopting a calm management style
Rather than enduring this vicious spiral, it is possible to adopt a more thoughtful and composed management style. Here are a few strategies to achieve this:
1. Prioritise: distinguish the urgent from the important
Many managers confuse urgency with importance. Yet not all tasks are equal. The urgent concerns what must be done immediately, while the important relates to what has a lasting impact on the company. To avoid being constantly in a state of urgency, it is essential to step back and rank priorities.
An effective tool for this is the Eisenhower matrixr, which classifies tasks into four categories:
- Urgent and important : to be dealt with immediately.
- Important but not urgent : to be planned and anticipated.
- Urgent but not important : to be delegated.
- Neither urgent nor important : to be eliminated.
2. Delegate intelligently
A good manager does not try to do everything themselves. Delegating does not mean losing control; on the contrary, it means optimising resources and making the most of the team’s skills. Entrusting certain tasks to team members not only saves time, but also empowers them and fosters their professional development.
A few tips for effective delegation:
- Identify the tasks that can be entrusted to others.
- Clarify expectations and objectives.
- Provide the resources needed for the assignment to succeed.
- Trust people and avoid micro-management.
- Follow up without being intrusive.
3. Step back to decide better
In a world where everything is speeding up, knowing how to pause is a precious skill. An effective manager is not one who reacts instantly, but one who takes the time to analyse the situation before acting. To do this, it is essential to build moments of reflection into the diary.
A few practices to adopt :
- Schedule dedicated slots for strategic analysis.
- Step back before every important decision.
- Take regular breaks to avoid mental saturation.
- Practise meditation or mindfulness to improve concentration.
4. Communicate clearly and involve the team
A calm manager knows that communication is the key to a high-performing team. By clearly sharing objectives, expectations and decisions, they create a climate of trust and reduce uncertainty. A well-informed team is more autonomous and less dependent on the manager for every detail.
A few good practices:
- Organise regular check-ins to align objectives.
- Encourage discussion and the flow of information upwards.
- Value transparency to avoid misunderstandings.
- Involve team members in decision-making to strengthen their commitment.
5. Lead by example and cultivate calm
A manager is above all a role model for their team. If they are constantly stressed, they will send a negative signal and risk fuelling a culture of urgency. Conversely, by adopting a calm and composed attitude, they will show that it is possible to be effective without sacrificing one’s well-being.
To do this, it is important to:
- Manage one’s own stress through appropriate techniques (sport, meditation, breathing, etc.).
- Maintain a balance between professional and personal life.
- Encourage a culture of well-being at work.
Slowness as a key to performance
Contrary to popular belief, slowing down does not mean being ineffective. Quite the opposite: taking the time to do things well improves the quality of work and avoids costly mistakes. As a famous saying goes: « Slow is smooth, and smooth is fast. »
A manager who knows how to pace themselves and their team is a manager who inspires confidence and brings people together. Rather than giving in to the pressure of “everything, right now”, they build a more balanced working environment conducive to collective success.
Conclusion: towards a calmer and more effective management style
Rushing is the enemy of good management. By learning to manage time better, delegate intelligently and step back, we become more effective and calmer leaders. A manager who masters the art of time management and communication does not merely survive in a demanding environment: they thrive and help their team grow.
Ultimately, the key to success lies in the balance between responsiveness and reflection. By adopting a more composed and structured management style, you will gain not only in productivity, but also in quality of life at work. And what if true success lay in the ability to slow down in order to move forward better?
Xavier Schuster
Consultant chez SXE Consulting. Cabinet de conseil industriel base au Luxembourg, 25 ans d'experience en excellence operationnelle.
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