I was a project manager and then a multi-site and multicultural operational teams manager for more than 20 years. In parallel, I was an internal coach. Passionate about supporting people and teams in the development of their skills, I now dedicate myself to dealing with the discomfort of the manager and the leader in order to regain motivation, energy and meaning.I think nobody can move forward sustainably as long as you have a pebble in your shoe.The sanitary crisis has increased uncertainty and the need for flexibility ,creativity and adaptability. In addition, teleworking has changed the dynamics of relationships requiring an adaptation of management style and posture. Finally, as the complexity of interconnected database systems is increasing, the manager is more than ever the facilitator of interpersonal communication with his teams by developing a network of support and cooperation.The sense of belonging has been affected by all these factors (uncertainty, distancing), the management of motivation is a key factor in retaining talent.In the future, it is the development of soft skills that will make it possible to adapt to different challenges and rapid and large-scale changes. Indeed, we will observe a multiplicity of modalities and relationships at work: 1. The face-to-face/remote mode with the health crisis and the explosion of digital,2. New jobs that do not yet exist and that will have a variable lifespan and will require constant adaptation and training actions,3. A need to work on meaning (to which I contribute greater than myself?), mission (role and responsibility and my power of action) as well as the sense of belonging (the link with the organization) in a context of distance and flexibility of the organization that affect interpersonal ties. 4. The evolution of forms of contractual relations: one may wonder if a permanent contract will still make sense for the company as the employee knowing that recruitment agencies recommend regular mobility to maintain his employability?