Ludovic is in a war of attrition with his team. He manages 9 collaborators who pay little heed to his orders and the work schedule. He often stays in the evening to finish late files himself. His superior systematically supports him and does not hesitate to come to the rescue to restore some order. He may be firm and authoritarian, but nothing helps: they work little, take long breaks during the working day (coffee, lunch, cigarettes) and often express their dissatisfaction with Ludovic's mood swings. A peak!…

The context :

Ludovic, 35, is the head of the invoicing department of a tertiary company.

He finds himself caught in a war of attrition with his team of 5 collaborators who were already responsible for the departure of the previous manager. He is dissatisfied with their work, considers that they lack professionalism, constantly gives directives which are not respected and consequently punishes them. In fact, he dreams of "getting rid" of them.

On a personal level, Ludovic is in the process of separation and is preparing to move.

Henri, Ludovic's superior, supports him. He knows his difficulties with the team as well as his personal situation. He delays.

Then it's escalation: Laurence, the HRD is seized.
She knows the reputation of the team and also follows the integration of Ludovic in his function and in his service. Several of the collaborators will both complain to Henri and Laurence.
The HRD, in this case Laurence, thinks that Ludovic has a lack of authority and offers management coaching.

The relational gear or loop:

Ludovic considers that his team is doing its job less and less well. He gives more instructions and controls more and more. He also works in the place of his collaborators and runs out.

As he does for them, they have time: lunch breaks, cigarette breaks, all the more easily since the activity of this company is characterized by peaks which increases tension.

Ludovic is in all his states; he denounces, makes accusations of intention, accumulates reproaches, tries to pin them down by setting up procedures.

They find this behavior unfair and manage not to do the job. They consider that Ludovic's management is more and more coercive and unbearable.

Ludovic multiplies the rules of the game to lock.

Attempts to solve:

Ludovic spreads, denounces, justifies himself, manifests, implicates his intentions, sanctions.
At the same time, he takes it upon himself and does the work of his collaborators.
He “does the fireman”. Henri, his hierarchical superior, seeks to reassure him, to play it down, gives him advice.
And he is authoritative in place of Ludovic. Ludovic is under the illusion that by anticipating, he will have results.
Hence his conclusion: “I need to have more authority, I need to set more rules”. And besides, he overinvests in his professional life because, let's not forget, his private life isn't going well either. And each time, there is failure.
He is disappointed and continues to tell himself that he definitely has no authority. He becomes tyrannical, alienates everyone around him and begins to have suicidal thoughts.

Our diagnosis:

The Cabinet diagnoses an acute conflict in a configuration that borders on a "pack", with the effect of exhaustion and psychosocial risk for Ludovic.

The managerial rigidity is obvious, the excess of authority also when Ludovic is exhausted. He is also very touchy.

Of the players involved, he is clearly the most mobilized.

Our operational strategy:

About Ludovic:

• ask him not to do Atlas anymore, that is to say not to do in place of his collaborators
• set appropriate limits for each of its collaborators
• ask his line manager, Henri, for more effective and appropriate support
• channel their emotional states

About Henry:

• push him to observe without intervening "in place of Ludovic". Be less in listening to the complaint

The results observed:

After our intervention

• Ludovic managed to channel his leadership; he has better control over the work of his team
• He no longer produces himself but frames
• He no longer rushes to rational solutions alone
• He grants favors
  
  

What he says himself:

“My idea was to produce because I only saw the shortcomings. I learned to be a better manager. I positioned myself better in front of my own hierarchy and I even opposed a sanction proposed by Henri”.