Marie Unger, Chief Executive Officer, Emergenetics International.
Managers are facing a precarious balancing act—upholding top-down mandates while supporting the well-being and satisfaction of their teams. With employee engagement levels at their lowest in a decade, it’s time for businesses to empower supervisors with the tools to stabilize and elevate the workplace experience.
The Growing Disconnect
You are likely aware of one example of the imbalance between leadership directives and workforce expectations: return-to-office (RTO) policies. Even though remote work has been shown to increase employee happiness by as much as 20%, RTO requirements have increased, leading to growing friction between employers and the workforce.
This widening rift is challenging managers as they enforce practices that may not align with their team’s interests, potentially diminishing morale and performance. Several leaders have even resorted to a “hushed hybrid” model, allowing flexibility under the radar. However, it’s important to note that this workaround may erode trust and create operational inconsistencies in the long term.
Additionally, some organizations have turned to heightened employee monitoring. The challenge is that leadership through surveillance is the weakest form of management and can quickly disengage staff. Effective, motivating supervisors are the ones who can encourage autonomy, promote participation and create a culture of accountability—no matter where their teammates are working.
To support both personnel and organizational priorities, managers need to develop the capacity to lead with influence and successfully resolve conflicts that may arise from company policy.
Equip People Leaders For Success
Organizations that invest in leadership development will be better positioned to align corporate goals with staff well-being. I invite you to bridge the gap between company mandates and the needs of employees by providing targeted training to:
1. Harness emotional intelligence (EQ).
Influential leaders regulate their emotions while recognizing and responding to the feelings and concerns of others. EQ is essential for navigating conflict, retaining morale and cultivating a psychologically safe workplace. To build emotional intelligence, managers can be coached to assume positive intent, listen to others without judgment and pause before responding when met with hurdles. These actions will allow supervisors to engage and lead their teams with empathy.
2. Balance individual concerns with team cohesion.
While it’s important to consider every person’s distinct circumstance, managers must also create consistency within their departments. Striking this balance requires strategic leadership and adaptability. Supervisors can establish open feedback loops to assess the needs of each team member and the group as a whole. At some point, team and personal preferences may conflict. Training supervisors in stakeholder management will enable them to support their direct reports while respecting departmental and organizational priorities.
3. Build trust.
Employees are more likely to be loyal and committed to the business when they trust their bosses. To strengthen assurance, I recommend that leaders apply seven tips:
• Present logical, data-based conclusions
• Outline and adhere to clear expectations and deadlines
• Encourage non-work conversations and validate emotions to create connections
• Allow for brainstorming and new approaches
• Serve as a soundboard to others
• Build consensus while being transparent
• Be open to alternative ideas while following through on commitments
By consistently implementing these tactics, supervisors can cultivate a climate of reliability, collaboration and integrity where workers feel seen and valued.
4. Master two-way communication.
People leaders who deliver clear, proactive communication create an environment where their direct reports feel comfortable raising concerns and ideas. When sharing policy updates, managers can address the core concerns of their teams by answering the following:
• Why is this change necessary?
• How will it be implemented?
• Who is affected?
• What new possibilities can come from it?
It’s also essential to welcome feedback and discussion so employees can embrace the transition. Empower leaders with active listening skills to seek understanding. When staff feel uncomfortable about a change, I’ve found it helpful to ask, “What do you think is the real challenge for you?” to inspire conversations around meaningful solutions.
5. Embrace multiple messaging channels.
As we know from Ebbinghaus’ Forgetting Curve, individuals have difficulty retaining information if it is not reiterated over time. Repetition is a leader’s best friend when it comes to information retention, especially when delivered on a variety of channels. Help supervisors learn when and how to use asynchronous platforms (like emails or chat channels), internal influencers and real-time discussions so they can maintain open dialogue with their people and elevate concerns to executives.
Develop Leaders For The Future Of Work
As organizations grapple with evolving workplace expectations and demands, managers remain at the front line of change. These individuals play a vital role in motivating your employees and activating corporate initiatives. By providing people leaders with the resources and guidance they need, they will be better suited to tackle obstacles, their teams will feel heard and seen, and organizations will benefit from enhanced engagement and performance.
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