The year 2019 was once again insightful and involving a great deal of discussions about well-being, the search for meaning, the link between human and economic performance, how to reconcile productivity and humanity…etc. These debates form part of the temporality of business today: going faster and faster, leading “flash interviews”, or effective “standing briefings”, or speed coaching…It’s in this frenetic pace that the concept of slow management emerged.

Slow management is in the mainstream of the slow trend: slow food, slow media. It does not mean managing at idling speed. Being « slow » means taking the time to grasp the sense of life in our environment and being able to share it.

Slow food invites to the fundamentals of healthy food, natural tastes, in opposition to fast foods which we know are far from healthy. Slow media take care to consult on the long course, to be able to share stories after having thoroughly interviewed their subjects in the field, to overcome the tendency of “breaking news” with constant solicitation and no possibilities to deepen the understanding of the situation or its learnings. Slow management recalls that productivity and innovation are better when we take the time to manage, keeping an eye on other key performance indicators than economic figures.

Slow management is not about losing time to manage, but choosing the proper time to manage well

Slow management is about allocating time to time, choosing to slow down to focus. It’s also reminding us that the conditions of success of a performing and a cohesive team is obtained by the serene implication of each of its member. To counter the acceleration of working rhythms, and to accompany growth in another way, it’s important to give attention to what matters, and to choose time management techniques aimed at saving resources. It underlines the need to step back.

Slow management starts with awareness: it will be impossible, anyway, to satisfy all our needs, to finish our daily job, and therefore we need to grant the “proper time” to things. By accepting to review KPI, it’s offering ourselves, as managers, sincere moments of connection to others, to share our motivation factors, our dreams or expectations.

During the day, slow management is about choosing: to keep on reading up to the end the article we started, to sit and lunch with someone of our team enjoying these precious moments, or to walk in the street gazing at trees instead of using this time to give a call. Taking some moments to reflect and think, to breathe, which will generate attitude changes, therefore helping to bring self-confidence and to coach teams.

Slow management is about eliminating “labyrinth projects”

Whether implemented individually or collectively, slow management offers to review, within a department or an organization, what prevents us from not seeing obstacles or erring in the direction of optimism; therefore, to allocate critical thinking, to be able to renew with a sound growth.

Slow management is, as you have understood, more a school of thoughts than a management model easy to deploy. It has the great merit of asking good questions, challenging managerial practice, and to determine the true role of management, insisting on a leadership more authentic and centered on human relation.

Some people even go farther, and evoke the concept of slow business, then of slow economy. To meet our world challenges, we must urgently start the transition in our way to conceive and manage working organization, to output pure economic criteria, to input a mix with social criteria. And for you, when does it start?

Discover more with the book of Claudio Vitari, « Slow Management, Entreprendre la Transition » published by editions Collection Village Mondial.

Would you like to learn more? I’d be happy to answer your questions, so contact me!