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Hybrid working: the key role of the "manager coach

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Hybrid management

Second Caméléon Episode : Hybrid mode management


Working from home and the development of hybrid work have massively transformed management methods over the last three years. The organisation of traditionally hierarchical companies is becoming more and more cellular; in this context, it is essential for the manager to adopt a posture of leader and coach to replace a "command and control" which is less and less relevant. The transition from management of the individual to management of the group with responsibility is therefore necessary.

How can the role of the manager-coach be defined in a few words? Favouring the collective and accompanying the team in a climate of trust, autonomy and accountability. This is a more demanding role for the manager, who must also structure work in hybrid mode, whose remote component is more complex to grasp. It is therefore essential today to establish a flexible working framework, which is reviewed at regular intervals, to define team times and to reflect on the way in which its members will work together. The objective is to make the collective and the individual cohabit and to instil a positive dynamic favourable to collaboration and the creation of value within the team but also transversally in the company. 

Transversal communities of interest

In addition to this local management, the creation of cross-functional communities of interest between several teams can strengthen the bond between employees from different departments and jobs. This type of cross-functional organisation requires self-organisation by working groups and should make it possible to make the hybrid organisation more fluid, for example by setting up team agreements.

The success of this cellular mode of operation - as opposed to silo operation - does not depend solely on the manager. The teams, and therefore the employees, have a full role to play. A team meeting, for example, should be able to take place without the manager, because it is organised proactively and autonomously by the employees.

A need for dedicated spaces

The workspaces in the company and the tools made available to employees must support this new managerial component, in a more general movement of transformation of the work environment, and help the manager in his or her posture of coach. Feeling good in the office and working in premises that make people want to work contribute actively to the smooth running of the company. This is particularly the case when these places allow employees to come together in the best possible conditions, to federate teams and to facilitate transversality, nomadism and chance encounters, which are the exclusive prerogative of the office. The challenge is therefore to develop more dedicated spaces adapted to the needs of the collective, both at the level of the teams and of the transversal communities.


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Hybrid working: the key role of the "manager coach

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