Network Management: The 4 Keys to Collective Success

A transversal & collaborative management model

In a network-driven organisation, rethinking our management approach isn’t just useful—it’s strategic.
The first key? A more transversal, collaborative way of leading. In other words: flatten the pyramid, trust people, and step into true co-responsibility.

So how do we set this leadership style in motion?

• empower and give real autonomy
• lean on leadership rather than hierarchy
• engage rather than impose
• support rather than direct

Deeply rooted in Anglo-Saxon and Nordic cultures, this management model may seem harder to roll out in more traditional structures. And yet, it’s becoming essential: it keeps proximity alive within dispersed teams, boosts everyone’s engagement, and sets the stage for genuine collective performance. Communication that truly connects Managing at a distance demands a renewed effort in communication—clear, structured, and purposeful.

Managers and regional or commercial directors must ensure fluid, explicit information flow. What needs to be done? What are the short- and mid-term goals? What are the deadlines?

In short: who does what, when, and how? Collaborative tools make this easier than ever: remote meetings, instant messaging, data-sharing platforms, phone, video calls, email, SMS—using the right combination of tools depending on the situation is a real performance booster.

This communication effort avoids misunderstandings and keeps everyone walking in the same direction. It also strengthens the human bond. And when distance enters the equation, details matter. Information tends to fray when the thread stretches between people. In network management, it’s better to say too much than too little!

A more personalised relationship

Another major key to successful network management is personalisation. Building a more individualised relationship with each talent helps:

• strengthen the connection
• maintain high levels of trust
• nurture long-lasting commitment
• keep every talent aligned with the company’s ambition

The goal is to ensure everyone remains truly involved in achieving the collective objectives. The right method? Alternate strong moments and softer ones.

Strong moments revolve around structured touchpoints: work meetings, phone check-ins, dedicated conversations. Softer moments encourage more informal exchanges—the kind that happen naturally over coffee or during lunch. Moments where voices flow more freely… and ideas too.

Balancing the formal and the informal creates a lasting, authentic bond. It sends repeated signals of attention and helps detect issues earlier and with more sensitivity.

Gatherings & company events

In an age where everything is digital, in-person meetings matter more than ever. Short regional gatherings throughout the year are ideal.

And nothing strengthens cohesion like powerful shared experiences: seminars, team-building sessions, training moments, incentives, or end-of-year gatherings. These events fuel vibrant moments of collective life—memorable, energising, and unifying.

Bringing together talents who usually work remotely in a single place creates space to connect, meet, exchange, and nurture strong long-term relationships. It reinforces belonging, cultivates company culture, and shapes team spirit.

The format of each event adapts to the ambition: train, motivate, challenge, or co-create a shared vision.
What truly matters? Spending time together—ideally several times a year—in a setting that inspires dialogue, collaboration, and great work.