Often, the manager role is assigned to an employee as part of a promotion within the company — a change sometimes seen as a reward for their hard work and dedication.
In reality, the role of a manager goes far beyond that. It’s a responsibility to uphold, because this position isn’t only about intellectual competence, technical expertise, or professional knowledge.
From my perspective, being a good manager is above all about having emotional intelligence!
To succeed in this role, one must demonstrate a great deal of adaptability.
As managers, we are required to work on various projects and across different scopes with a wide range of profiles. Each individual is unique — with their own personality, skills, and background. Therefore, it’s essential to adapt our management style to the person we’re dealing with, as well as to the context we’re in; managing during a crisis is not the same as managing during a transition or transformation phase.
We support projects — but more importantly, we support the people behind them.
Active listening and the ability to be available are essential qualities for any manager.
Indeed, listening attentively and building a climate of trust are key to encouraging open communication and collective progress. This approach helps us identify and manage conflicts early on, while also anticipating the evolving needs of team members, as well as potential changes that may arise within projects or across management and organizational scopes.
The closeness we maintain with the different profiles across projects helps us identify each person’s potential. As managers, we may be responsible for propelling the career of someone who didn’t see themselves stepping out of their comfort zone — hence the importance of a supportive management style that motivates, guides, and offers new challenges. It is also our responsibility to recognize our team’s limits and adapt our management approach accordingly.
Empathy — the most important leadership skill
This leads us to what I consider the most essential quality for a manager: empathy. To truly understand others, you must be able to put yourself in their position.
This enables us to understand the functional needs of our projects while also getting to know our team better — each profile, with its strengths and challenges. Of course, we must remain impartial, but it’s these human qualities that strengthen team bonds and create a positive, enjoyable work environment.
We spend a significant part of our lives at work with our colleagues, and the human aspect of our professional relationships is what ensures continuity and a smooth, fulfilling daily experience in the workplace.
To sum up, while it’s undeniable that a good manager should possess qualities such as pragmatism, organization, and stress management, their leadership can’t be complete without the human connection they build and maintain with their team!
