A significant pitfall awaits any manager: erecting their values as universal norms, relegating to the realm of unacceptable anything that deviates from them, and thus justifying intervention. Yet, each of us carries a unique set of values shaped by a personal history and culture. This diversity is a richness but also a potential source of tension. And to succeed in your role, you need to find the balance of leadership.
The manager role, a delicate balance between your convictions and the company policies.
Your role as a manager is set within a specific framework: that of your company and your country. This framework defines rules, expectations, and an organizational culture. This does not mean, however, that you must renounce your personal convictions. If you perceive the benefit of certain transformations, it is not only natural but sometimes even essential to aspire to promote them.
However, it is essential to distinguish personal commitment from the managerial function clearly. Wanting to impose one’s views without considering the context and sensitivities is an act of militancy that goes beyond the scope of your role. Your influence will be expressed more constructively by setting an example, sharing your vision with pedagogy, and explaining why certain developments seem important, even urgent.
Coherence matters when we want to lead by example
I remember a conference, ten years ago, on the place of young people and women in business. The discourse was eloquent, demonstrating the richness and depth that this diversity would bring. Yet, the speaker monopolized the floor, leaving no space for the young women who accompanied him. A striking lesson: consistency between words and actions is the cornerstone of any lasting change.
Individualism versus collectivism : Actual debate within the society
Let’s take the example of individualism and collectivism. Everyone has their own definition of freedom, work-life balance, and the value of their contribution. This vision can conflict with the conviction that success is primarily collective, that physical proximity fosters cohesion and team intelligence. Therefore, should we favor 100% remote work or 100% in-person work? This legitimate question raises another question: why does this debate seem to be reserved for the tertiary sector? While education experienced remote learning during the pandemic, the return to in-person is now the norm. Similarly, manual trades require a physical presence. Isn’t there a form of inequality, or even a privilege granted to one sector at the expense of others? This inequality deserves to be explored, as it can create a sense of injustice and undermine social cohesion.
The manager, advocate of the company policies : navigating between your convictions and following the rules
This is where one of the major difficulties of the managerial role lies. You have your values, and you can influence the evolution of the company’s rules. But this commitment should never be confused with the application of the current policy. If remote work is allowed, you must respect it. If two days of presence are required, you must ensure that your employees comply. Your role is to be the guarantor of this policy. By disassociating yourself from certain elements, the entire set of group rules is called into question.
In conclusion, the balance of leadership lies in this ability to navigate between one’s deep convictions and the demands of the role. This requires authenticity, clarity, and a good dose of humility. For, ultimately, the true leader is not the one who imposes, but the one who inspires and brings people together. And suppose the company’s values are too far removed from your own. In that case, it may be time to consider another professional horizon, to reach your full potential and act in accordance with your deepest convictions.
Question: How did you find this balance in your day-to-day?
🛠️ Three simple actions to elevate diversity within a team
Clarify your own values… then distinguish them from your role
Take 10 minutes to write down:
My essential personal values
The rules and expectations of my organization
What belongs to my role vs. what belongs to my personal convictions
This simple distinction prevents a personal preference from becoming an imposed norm.
Create spaces for dialogue about individual vs. collective tensions
Once a month, offer a team discussion around questions such as:
What matters to you individually?
What matters to us collectively?
Where are our friction points?
You turn silent tensions into collective intelligence.
Influence through teaching, not imposition
When you want to evolve a practice:
explain the “why,” model the behavior, propose small experiments,
seek buy‑in rather than compliance.
This is how transformations last — through inspiration, not pressure.
👉 These three simple actions strengthen your leadership posture and unlock your potential.
Coaching or Mentoring: Your Choice, Your Growth
I’m Franck Dervault, drawing on years of professional experience and now advancing toward certification as a coach. I offer two distinct paths:
- Coaching to help you unlock your own potential through reflection, presence, and guided discovery.
- Mentoring to share lessons, strategies, and insights from my career so you can navigate challenges with confidence.
Whichever path you choose, my goal is the same: to help you realize that you are wiser than you think, with immense potential waiting to be unlocked.
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