Florence Marty, Human Resources expert and author of Putting an end to bonsai management (Ed. Eyrolles)takes a critical look at a management style that is often too rigid and limits the growth of employees, like miniature trees carefully pruned by their masters. Through this interview, she shares her observations on the harmful effects of this managerial approach and offers concrete ways to unleash potential and re-energize teams.
Can you explain the concept of “bonsai management” and why you think it is problematic?
Florence Marty: THE ” bonsai management » consists of adopting an unsuitable and overly restrictive management style for employees. Like a bonsai tree, the manager creates a restricted framework for action and, consciously or not, slows down the progress of employees who could have had the potential to flourish fully, like a majestic tree, if they had been better supported. Unfortunately, they will end up « bonsai “, unable to truly grow in this overly constrained environment. Here, the manager is unable to adapt to his team, he manages for himself or with beliefs that are limiting for others.
In this scenario, everyone loses. In the long run, employees end up simply disengaging from their mission, no longer daring to take the slightest initiative. They wait to be told what to do. Managers, for their part, often complain about demotivated teams, ” on drip “, and always having to explain everything under penalty of inaction. This vicious circle of increased control generates dissatisfaction and a drop in performance.
What are the telltale signs of bonsai management in an organization?
Florence Marty: In companies subject to strong regulatory pressure (catering, construction, nuclear, banking-insurance, etc.), the risk of establishing a bonsai-type management culture is higher. The need to comply with strict rules, especially if they are legal, requires the implementation of regular controls justified by the very nature of the activity, which can easily result in micro-management on a daily basis.
Also, in this type of company, as is often the case in family businesses, we find a pyramidal management model that struggles to evolve towards greater horizontality. The cascading responsibilities are strict, as is the ” line of command “, the slightest initiative often requires formal authorizations. This can lead to abuses in local management, managers themselves are formatted to strictly supervise their team.
In these structures, power is often concentrated in the hands of a leader or management team, which reinforces a culture of control and authority, to the detriment of a culture focused on the skills and professional growth of employees.
The consequences of bonsai management are varied and need to be analyzed in detail on a case-by-case basis; however, we can note:
- High turnoverespecially during the trial period, the most autonomous cannot stand, and rightly so, these overly restrictive models. Conversely, in established companies, we can see excessive seniority, which is not a good sign either. People who develop professionally end up wanting to live other experiences. Too much seniority can mean the absence of professional risk-taking due to a lack of confidence.
- No right to make mistakeseven if the opposite is often advocated, we must not hesitate to look factually at what is happening and to listen to the teams because bonsai management leads to insecurity in the team: fear of speaking in public, of sharing an opinion, of formulating an objection…
- Dictatorship of numbers and reporting so that control is carried out at all levels. Reporting is set up in all directions, and pressure is put on to achieve short-term results instead of putting it on the development of skills. This organized system also allows managers to be compared with each other, and to bring into play a competitive spirit that can aggravate the situation and generate an overload of work for managers.
- Conformism and homogeneity of management teams. To establish such a culture, a uniform management line is required. Companies will then choose the same type of profiles, often managers motivated by performance or expertise, but relatively few for team development. It is rare that managers are chosen for their teaching quality, their empathy and their ability to adapt to others.
How does bonsai management affect innovation and creativity within companies?
Florence Marty: Asking employees to be innovative and creative while they are subjected to bonsai management is like asking an artist to paint a canvas with his hands tied behind his back. It is simply incongruous. Innovation and creativity need air to breathe, space to flourish and the freedom to make mistakes.
In overly constrained environments, employees choose to remain inactive, which goes unnoticed on a daily basis, rather than constantly seeking to expose themselves. This runs the risk of opposing their manager by taking too many initiatives. They end up keeping their ideas to themselves. Whether it is a revolutionary innovation or a simple process improvement, they give up the hassle of making proposals, the vast majority of which will be rejected.
Can you explain how to move from bonsai management to more fulfilling and productive management?
Florence Marty: Moving from bonsai management to autonomy management is not a uniform process. It depends on the type of bonsai effect at play and the profile of the manager. In my book, I identify three types of bonsai effects:
- the severe form (controlling it),
- the serious form (the omnipresent),
- and the moderate form (the limiting one).
Each form corresponds to varied manager profiles, such as dominant, suspicious, savior, perfectionist or opportunist, to name a few.
The first necessary step to evolve towards a more fulfilling management is self-diagnosis. I have developed tests, available on my website florencemarty.com, which allow managers to self-assess and identify their type of bonsai effect as well as their specific profile. This is an essential starting point to become aware of one’s behaviors and their impacts.
The second step is to understand how professionals develop. In my book, I explain the phases of employee development and how managers can adapt their approach at each stage, particularly in terms of communication. This understanding is essential to move from bonsai management to management that truly promotes growth and productivity.
The third step, often overlooked, is to conclude a clear “contract” with the employee. This involves openly addressing the subject during an interview, defining together the expectations, the development objectives, and the means to achieve them. This frank conversation allows you to lay the foundations for a relationship of trust and mutual development.
Finally, the last step, and perhaps the most difficult, is to adapt on a daily basis. This requires vigilance and efforts on the part of the manager to adjust his behavior according to the situations and needs of each employee. It is an ongoing process that requires flexibility, empathy and regular questioning of one’s practices. In the medium and long term, it is truly a winning strategy, including for the company.
How do you see the evolution of managerial practices in the coming years?
Florence Marty: I have been an HR professional for almost 25 years. I have seen things evolve considerably. It is fascinating to see how much the management landscape has already changed, even if we still want it to go faster and further.
On the one hand, I see significant progress. There are fewer dysfunctional relationships than before, which is great news. We see an increase in psychological safety within teams, which is essential for a healthy work environment. People are no longer as hesitant to speak up when faced with problems, such as harassment, for example. Employees’ needs are better expressed and, I hope, better taken into account.
However, I also notice a worrying trend: more and more talented professionals no longer want to become managers. This is a warning signal that companies cannot ignore. I believe that in the near future, organizations will have to seriously consider the workload of managers themselves. This role needs to be rethought to make it more attractive and sustainable.
Overall, I believe that the future of management practices will revolve around two key values: singularity and balance. Singularity, because each individual is unique and aspires to be recognized as such in their professional environment. Balance, because we are becoming increasingly aware of the importance of a professional life that is in harmony with our personal life. But also of the necessary balance of internal forces within the company, in particular between performance and sustainability.
What would be your greatest wish for managers who read your book?
Florence Marty: This is probably the most difficult question to answer. As I explain in my book, willpower alone is not enough. In fact, as a manager, you sometimes even have to know how to temper it. But if I had to express a wish, it would be that each reader finds in these pages just one element that they can cultivate and grow throughout their professional life.
This goal may seem modest, but I sincerely believe in the butterfly effect. A single sentence, an idea, a small change can transform us in a lasting way. This is what I often observe during my training sessions, and this is what I hope to accomplish with this book. More than anything, I would like managers who read it not to perceive it as yet another theoretical work disconnected from reality. On the contrary, I would like them to feel how I too have been confronted with the same questions and difficulties as them.
And if I may allow myself one last wish, I hope that readers will feel supported and accompanied with kindness throughout their reading. My intention is not to point fingers… But to invite everyone to look at their situation from a new angle, with tenderness and compassion towards themselves and their teams.
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