Antoine Beaussant Interrogate Hubert Reynier, founder of VISCONTI Partners.

In this fascinating podcast, Hubert Reynier reveals his vision and the drivers that led him to create Visconti 12 years ago and to support the trajectory and success of the most successful managers.

How VISCONTI Partners was born

By founding VISCONTI Partners, Hubert Reynier had the vision of unsatisfied market demand.

The desire to develop your performance as a manager, based on the principle that being a manager is a job.

The personal challenges of the manager are innumerable. There is the business development imperative, the general management team (Management or Executive Committee), see the Board of Directors.

You must ensure that your ecosystem is efficient while being careful to ensure that the smallest levels of the company feel recognized and enjoy developing and developing the business.

This is now quite difficult to do with teleworking. (Visconti article: How to boost your remote team?)

The personal challenges of the manager

The personal challenges of the manager consist first of all in realizing that being a manager is a job. The main challenge is awareness: to assimilate that no one is perfect and that we have a lot to learn.

Once you realize the need to develop your own performance and that of your team, it raises important questions: who am I? What is my leadership style? What is the team's? Of each collaborator? How do you manage to develop?

The ability to reconcile private and professional life depends on the moments in life. Family life can be complicated to manage. Also, the manager is multifunctional and multi-dimensional in the company. So he needs some perspective and
rest. This can be difficult to set up.

Hubert Reynier's leadership style

Over the years, he understood it much better and the VISCONTI team has therefore improved. His style is quite liberal, creative and in compromise. Knowing your style and talents also allows you to better work on your company's culture.

The key skills of a manager

There are several executive profiles and not one typical profile. Certain talents are found in certain types of leaders but sometimes there are surprises. The manager is never alone, what matters is the combination of the team's talents. This has nothing to do with technical skills.

It is satisfying in the job of executive coach to see leaders reveal themselves. At two levels:

• on technical skills. Being a manager means having skills such as knowing how to manage a Board, a management committee, knowing how to enter into time routines, etc.
• on behavioral progress. That is to say, the knowledge of oneself, of others, of one's limits, of one's style. Becoming aware of your style allows you to complete your team in the best possible way.

Hubert Reynier's advice to become an excellent manager

Hubert Reynier has a lot of fun in his sessions of executive coaching to build a “machine” with the manager. Start by destroying everything, resolving concerns, creating routines, creating trust and achieving peace. It takes time.

The ideal team depends on the market and the sector of activity, on the life cycle of the company. Leaders and teams are all different. They shape culture and strategy together. Therefore, there is no single team.

According to Hubert Reynier, to become an excellent manager, you must:

• Be aware of your limits and assume your own style.
• Ensuring that the team is as exceptional and efficient as possible.
• Be simple and pragmatic.

Hubert Reynier's greatest lesson as a leader: obstinacy and patience are essential.