The Freedom to Belong

In Conversation with Lieutenant-Colonel Hugues Loyez.

Lieutenant-Colonel Hugues Loyez is a seasoned career officer in the French Gendarmerie Nationale, following his father’s footsteps with a lifelong dedication to the service. He pursued his education at the prestigious Saint-Cyr military academy, later joining the force and taking up various roles, including command positions in the Gendarmerie Mobile units and intervention forces (GIGN), serving both in metropolitan France and overseas territories. Currently, he leads the Gendarmerie in Saint-Barthélémy and Saint-Martin in the French West Indies. Lieutenant- Colonel Hugues Loyez is also a graduate of the “École de Guerre,” a key step in preparing officers for higher-level leadership roles.

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Lieutenant-Colonel Loyez’s deep-rooted connection to the Gendarmerie, coupled with his curiosity about why individuals without military backgrounds choose to join, has driven his interest in the relationship between the Gendarmerie and younger generations. During his time at the “École de Guerre,” he published a thesis exploring how Generation Z engages with the Gendarmerie, a topic of increasing importance as the institution seeks to recruit ten thousand new personnel every year.

While around half of the new recruits come from families with backgrounds in the force, the other half are drawn by a desire for meaningful engagement and a commitment to public service. Although Loyez advises against oversimplifying the characteristics of a generation, our conversation helped explore the noticeable traits that Generation Z exhibits and how they subtly influence their leadership needs.

Flexibility... with boundaries

Generation Z expresses a strong desire for agency in shaping their work environment, placing a premium on the importance of work-life balance. They are often willing to trade off security for flexibility and generally prioritise meaningful work over job stability, while valuing certain benefits that older generations may have taken for granted. Raised in a digital world, their expectations of workplace interactions (or in the case of the Gendarmerie, engagement with the public) have been shaped by a preference for transparency and collaboration, in contrast with older generations’ acceptance of more rigid, hierarchical structures.

Loyez shares an anecdote that illustrates this generational divide: a young recruit questioned the need to return from military leave a few hours early for a morning briefing, something older generations would see as an integral part of the job.

However, Loyez cautions against labelling Generation Z as unruly. Instead, he emphasises that they seek open dialogue, requiring a more inclusive and flexible management approach to maintain harmony within the ranks. Leaders must recognise that their directives may not be understood in the same way by all generations, making it crucial to provide context and explain the rationale behind decisions. In that endeavour, the greatest challenge for leaders is their availability to do so.

A need for freedom and belonging

Building on the generational contrasts, Loyez delves into Generation Z’s strong desire for both freedom and a sense of belonging. This generation demands involvement in decision-making and may resist last-minute changes to previously agreed-upon terms. Still, freedom and belonging are not mutually exclusive. Effective leadership requires setting clear boundaries within which teams can operate autonomously. This principle drives accountability by empowering individuals to take ownership of their roles.

Generation Z also rallies around symbols of affiliation to a cause. As Loyez puts it, leaders have a wide range of tools at their disposal to reward personnel in ways that reinforce their sense of belonging, such as issuing letters of achievement.

On a broader organisational level, fostering this connection may involve rituals or rites of passage (think of celebrating promotions or success in acquiring a new qualification). In the military, traditions are well established, but they can also be adapted for the private sector, where it may seem challenging, but only superficially.

These rituals are not just symbolic but also serve a functional role in integrating new recruits, passing on institutional knowledge, and instilling a deeper connection to the organisation’s culture and values.

Capability-based leadership vs. statutory authority

Recognising the differences in expectations between generations, Loyez highlights the need for leaders to adjust their approach. For younger generations, statutory authority carries little merit; they value leadership based on capacity. This shift reinforces the need for leaders to lead by example. As Loyez reminds us, leaders lose authority the minute they need to pull rank. Hence, to be perceived as legitimate, they need to “walk the talk” and embody the behaviours they expect from their teams. Generation Z is looking for leaders who are not only competent but also considerate and appreciative.

At the organisational level, leaders have a role in fostering innovation, which can fulfil younger generations’ desire to shape their work environment while developing critical soft skills such as creativity, critical thinking, communication, and collaboration. The Gendarmerie has evolved to meet modern demands by introducing innovative management programs and training that promote leadership grounded in motivation, adaptability, and responsiveness to today’s dynamic work environments.

Interestingly, Loyez observes that in crisis situations, generational differences often fade as teams unite around a common goal. Effective leadership in these moments means aligning everyone’s efforts while providing an opportunity to bridge generational gaps through collaboration. Reflecting on the difference between command and management in the Gendarmerie, Loyez explains that command involves giving direct orders in crisis situations, whereas management addresses personnel concerns. He advocates for “enlightened command,” where authority is exercised with an understanding of context, and competence is a central requirement for all.

A need for authenticity in leadership

In his concluding thoughts, Lieutenant-Colonel Loyez discusses the importance of authenticity in leadership. He emphasises that cultural adaptation is key to the Gendarmerie’s ability to evolve with the times. Despite the challenges, Loyez is optimistic about the role the younger generation will play in renewing the leadership culture of a centuries-old institution. Today’s young people seek meaning, freedom, co-creation, authenticity, transparent management, and social connection (either among gendarmes or with the public). This quest for authenticity shapes their leadership expectations, pushing institutions to break away from defined hierarchies and embrace more open, collaborative approaches.

Loyez views these challenges to leadership as healthy, provided there is a clear commitment to the institution’s higher purpose and mission. It takes courage not only to challenge leadership but also for leaders to accept being challenged. This courage is not an obligation to always be right, but rather a commitment to relevance (to enhance the effectiveness or cohesiveness in the way things are done).

In addition, Loyez argues that leaders cannot demand loyalty if they lack the courage to be challenged. This might be the lesson that younger generations impart to established leaders, who otherwise have much to share about the honour of serving in different capacities.

The Gendarmerie exemplifies its capacity to integrate diverse leadership cultures through programs like its operational or citizen reserve, where civilians can serve part-time while maintaining a full- time occupation. This approach reflects the organisation’s ability to blend tradition with innovation. It demonstrates the power of organisations that have a clear mission, meaningful rituals, and long- standing traditions. Ultimately, Generation Z is not asking for more than that.

Interview by Mana Thion, 10/2024.

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