Managers, whether new or seasoned, are the linchpins of the workforce. When they are effective, the business is effective.
Research done by Gallup shows that to engage employees you need to engage managers. The Gallup study contains some findings that managers and organizations should be paying attention to:
- Managers account for 70% of the variance in team engagement.
- Only 21% of employees reported that their manager supports them to do outstanding work.
- Only 3 out of 10 managers are fully engaged in their jobs.
So, how can managers be the type of engaged manager that inspires the best work from their team? Gallup laid out the three key traits of effective managers, and at Cadence, we agree with their findings. Below we break down these three traits and let you know how to implement them into your management style.
Great managers know how to coach.
A coaching conversation is collaborative with the manager and the employee working together to set goals, find solutions, and process feedback. A common mistake that managers make is providing instruction or advice instead of coaching.
Instruction is telling people what to do, coaching is about helping them figure out solutions for themselves.
A great way to start a coaching conversation is with curiosity. Why did they do what they did? What was their thought process? What else have they tried? What has worked in the past and what hasn’t worked in the past? What do they want to try next? By being curious, you’ll help them work through their decisions and ideas while gaining a better understanding of their skills.
Great managers integrate wellbeing into all stages of the employee life cycle.
From the initial job interview to performance management, the wellbeing of the employee should be a priority. This doesn’t mean you have to treat employees with kid gloves for them to do well. It means that the processes in place should make space for a respectful and productive dialogue between the manager and employee.
People like to know that their work and their voice matters, and their concerns are taken seriously. This is a major component of wellbeing. As a manager, make sure that each member of your team feels heard and celebrated.
Great managers show visible and consistent support of their team.
Strong relationships are built on trust, and in order to get the most out of your team it’s important that they trust you. This requires consistent support of them where they can see it. If you want your team to bring forward fresh ideas and innovate, they need to know you’ve got their back. People will stop trying new things if they are punished when things don’t work out like they hoped. Instead, stay focused on what was learned and how those lessons can be applied moving forward.
Also, employees are more likely to go above and beyond for a manager that does the same for them. If they see you working hard alongside them as you push toward team successes, they’ll be more motivated.
Conclusion: Relationships are key
A strong company culture of engagement is built on strong relationships—specifically the manager/employee relationship. Being a good manager requires far more than telling people what to do, it takes care and intention.
While being a good manager doesn’t mean being everyone’s friend, it does mean building relationships built on respect and trust. By coaching, you build their decision-making confidence. Through support, you motivate your team to achieve.
