Managing a team means steering its day-to-day performance. It means being able to distribute, in quotation marks, all the morning's corrective interventions. It means being able to check and monitor the team's deployment, because we're also involved in deployment, and not just in technical operations.
Listening, organization and solidarity. Doing this job means being agile wherever you are. In my career, I've had the chance to move around, and it's true that between the different cultures, whether in French Guiana, Corsica or Reunion Island, the cultures are completely different, and if you don't adapt, you're doomed to failure.
You have to know how to improvise and always be one step ahead.
As a team, we move forward more quickly. Building trust with them, talking to them, helps you manage the team better, and that's important.
Specialist. In fact, when I started with the company I was a maintenance technician. The fact that I'd moved around a lot in the company and seen how the business had evolved, inevitably made me want to be a manager and take on more responsibility. The company put its trust in me in 2002, when I was promoted to a managerial position in Reunion Island. When you keep contributing, you feel even more motivated, and you evolve and grow. To get to this point is nothing but happiness.
The first thing is satisfaction that the team has restored service. Because that's when customers congratulate us. Then there's the fact that we have a team that listens to us, that can rise to the challenges that are important. Sometimes it's not easy, and without them, we wouldn't be doing anything. So that's what it's all about: sharing, listening and team solidarity.