What is slow management? What are the different principles on which this managerial technique is based? How to implement slow management within your company?
The slow management, or slow management, is a particularly suitable response to stress induced by the environment and the pace of work within companies and startups.
But what exactly does this concept cover and what can it concretely bring about?
Here's all you need to know about slow management.
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Slow management: definition.
Slow management is a managerial current born in the first half of the twentieth century. Popularized by Hewlett-Packard who named it "management by walking", it was then to take the time to meet the company's workforce.
Reproduced by General Motors in the 1970s, slow management places human interaction at the heart of the company's managerial organization.
According to the principles of slow management, the skills of a manager should focus on:
- the transmission of knowledge,
- listening times,
- and updating knowledge through the relational exchange.
Today slow management is one of the components of the principle of "voluntary sobriety" adapted to the world of work. This type of managerial organization consists of reducing, prioritizing and prioritizing the various demands of the company's stakeholders.
In its modern form, it incorporates several business management principles that are supposed to bring more serenity and well-being within the organization.
Slow management: principles and methods.
It is possible to highlight the four main principles of slow management. Here they are.
1) A different time relationship.
Where the rates (generally supported) and the principle of productivity are de rigueur, slow management proposes a slowdown and an optimization of the working time in the organization of the tasks.
This change of pace allows managers to take a step back in certain situations. It also promotes reflection before acting.
Slow management is strategic. It focuses on the sustainability of the approach with the maintenance of benefits on well-being at work.
In this context, the new time management is organized around:
- individual and collective needs,
- formal and informal expectations,
- presidential constraints and free working time.
Manager in these conditions requires to know how to share time with others in order to consolidate a qualitative relationship.
2) The interactions at the heart of the concept.
The slow manager must be available. The management of the relationship with his teams becomes a central element of his activity. The goal is to create a lasting cohesion to involve the actors of the company and encourage them to act.
The key point of this approach is to highlight the personal benefits (self-esteem, confidence) that each link of the company can withdraw.
Note: any relational approach requires adapting your internal communication. For example, by being positive, fair and sincere in his remarks, without omitting the important information.
3) The importance of the collective.
Slow management focuses on the collective by promoting co-creation, co-accountability, and cooperation, so that decisions taken in common are less contested on the ground.
By focusing on the collaborative reach of slow management, the manager builds solid foundations for collective innovation projects.
4) Strong values.
Defining together a system of shared values helps social cohesion within the structure.
In order to meet the needs of well-being in the workplace, it seems much more efficient to manage with "the meaning" rather than "the objectives".
In these conditions, slow management allows:
- an improvement in working conditions,
- stronger team cohesion,
- a drastic reduction of stressors,
- a clear improvement of the hierarchical relations,
- productivity gains.
In the end, the objective is to improve the company's performance, while placing the human in the heart: it's the management of the future!
Source: Manage IT Solutions
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