Is France more left or more right? In the shadow of the autumn political jousts, a more muted but no less structuring controversy is taking place: beyond the votes cast in the last elections, which side is our society leaning towards? Embodied by sociologist Vincent Tiberj, author of the essay The French Rightward Shift: Myth and Reality and political scientist Jérôme Fourquet, author of The French Archipelago, This intellectual dispute shows the speed and richness of the transformations that have taken place in our country in recent decades.
If we were to attempt a synthesis of their analyses, it would appear that a strong demand for authority and security in sovereign matters is not incompatible with a powerful attachment to redistribution, to the intervention of public power as well as to public services in economic matters. On the societal level, observation over the long term reveals a France – through mobilizations against sexist, racist or homophobic behaviors and prejudices – that is progressively more open, tolerant and attentive to differences.
For me, the interest of this debate is not to know whether France is moving right or left. Above all, it offers the opportunity to consider the profound changes in our society, and in doing so in our companies. And very concretely, the question arises of the appropriate exercise of power in the modern world. What balance can be achieved between verticality and horizontality when such changes and such a diversity of expectations coexist?
While being perfectly aware of the nuances according to the size, sectors or locations of companies, we can all already see the depth of the changes at work. For my part, when I took over the management of my company, all the comex (management committee) and boards of directors in France and Navarre were almost exclusively male. Diversity in recruitment was of little concern to bosses and behaviors or remarks, today considered unacceptable, seemed harmless. Ties and systematic presence at the office were obligatory, attachment to hierarchical rank very powerful, the cult of competition obvious. Finally, the priority given to professional life over personal life was – for men especially – not even a question.
An expectation of consideration and leadership
All this has changed. Employee development, diversity of profiles, work-life balance, collegiality of decision-making, even if they are still far from always being respected in practice, are starting to establish themselves as a new benchmark. At the same time, the demand for authority has not disappeared, but it translates much more into an expectation of a clear and stimulating direction, than into any deference to the boss. Finally, the market economy and its mechanisms are largely integrated, but they do not exempt from a demand for regulation when the sharing of value becomes too distorted or negative externalities accumulate.
Ignoring these aspirations when you are a manager is pointless. The greater the distance between modern society and management methods, the worse the malaise at work becomes and the more motivation, commitment and performance diminish. If we want to preserve the value of work, we must give it value. How? By paying the same attention to horizontal issues as to vertical ones. On the x-axis, by focusing on recruiting and including all contemporary diversity in your company, by guaranteeing human relationships based on trust and consideration, but also by providing the greatest autonomy in the exercise of your profession and by not ignoring the necessary sharing of value and power.
In order, by sharing a meaningful long-term vision, by assuming to make difficult decisions transparently and by being able, when the situation requires it, to enforce clear rules of the game. To summarize, the company in 2024 is like France: a community of free women and men, waiting for consideration, but also for leadership.
* Pascal Demurger is CEO of the Maif group and co-president of the Impact France Movement.
.