“They’re broken.”
This was how a senior executive responded when asked about the current status of their management team. For the past 18 months, managers had guided their teams through nonstop, pandemic-induced disruption. On the corporate side, managers led the shift to remote work while relearning how to do their own jobs digitally. On the front line, managers worked to keep employees and customers safe while implementing new business models like curbside pickup and home delivery.
“If you have any questions, speak with your manager” has taken on a new meaning since 2020. Employees have always expected their managers to have all the answers, but the breakneck pace of change has pushed people to seek more clarity.
- What are we doing to improve health and safety?
- Are there going to be furloughs?
- Will we have to go back to the office?
- Can I change my schedule to help my kids with their virtual schoolwork?
Managers have been asked to be everything to everyone — to drive operational excellence while taking care of people in their times of need. It’s no wonder that people managers report higher burnout rates than individual contributors, according to Gallup.
The past year reinforced the impact great managers have on organizations and their people. According to a study by Arlington Research and Axonify, employees who decide to leave their jobs are considerably less happy with their managers than those who opt to stay (66 percent vs 81 percent). This observation is especially important as companies navigate the Great Resignation. As millions of people reassess their professional lives, organizations need great managers to enable employee experiences that attract and retain talent. But first, CLOs must acknowledge the critical role managers play and make sure they have the support needed to close talent gaps.
Acknowledging skill gaps
Only 18 percent of managers have the talent required for their roles, according to Gallup’s 2015 State of the American Manager report. Most managers are hired or promoted based on their tenure with the organization or past experience in non-managerial roles. They’re chosen based on legacy rather than skills. They may have what it takes to run the business, but they often lack the ability to support, motivate and empower a team.
Unfortunately, management training has failed to close this gap. But it’s not for lack of trying. Leadership development is a $366 billion industry. According to a 2021 Randstad survey, 65 percent of organizations were more likely to provide skills training to managers compared with individual contributors. Furthermore, 95 percent of learning organizations planned to increase or at least maintain these investments as of 2018. Nevertheless, 57 percent of U.S. workers believe managers could benefit from training on how to do their jobs better.
Managers are already overwhelmed with their everyday responsibilities. They simply don’t have time for training programs that require time away from their roles or extra hours. Today’s talent crunch is making this situation worse. As resignations continue to reduce bench strength, companies are forced to take a “next person up” mentality and elevate managers based on operational need rather than proven capability. Given that managers account for at least 70 percent of variance in employee engagement results, this cycle will further widen organizations’ talent and performance gaps.
Redefining the role
Organizations need managers who can run an effective operation to achieve their KPIs. They also need leaders who can help their teams navigate disruption and adapt to changing workplace conditions. Managers must develop a right-fit blend of technical and human skills to achieve this balance. But first, they must be given permission to lead.
If a manager spends most of their time handling administrative duties, they can’t properly focus on the human side of their job. L&D must partner with operational stakeholders to assess the manager workflow and make sure they have the time and capacity needed to support their teams. This includes exploring ways to reduce administrative burdens through automation and delegation.
Before addressing skill development, L&D must also evaluate measurement practices to ensure managers are being held accountable for the right things. For example, a store manager’s performance should be evaluated based on a combination of metrics, including:
- Employee results (engagement, retention, talent mobility).
- Operational results (sales revenue, loss prevention, compliance).
- Customer feedback (net promoter score).
If managers are only held accountable for operational results, they will inevitably focus on managing the business instead of leading people.
After the workflow is rebalanced and measurement practices are improved, L&D can determine the skills required of a great manager. The technical skills required to run the operation are typically well-documented. They’re also easier to teach when compared with the human skills required to effectively lead a team. L&D must identify skills that make a difference in the everyday employee experience, including:
- Building trust.
- Demonstrating empathy.
- Holding people accountable.
- Delivering feedback.
- Motivating people to action.
- Making people-first decisions.
Clearly defining these concepts will help the organization build bench strength by finding right-fit candidates and developing managers who possess strong human skills rather than mere operational capability.
Shifting from programs to systems
Human skills can take a long time to develop, especially for new managers with limited experience. Organizations can’t wait for the labor market to cool off so they can hire people who already possess desired skills. Therefore, they must adopt a right-fit approach to management development and rapidly build internal talent bases.
New managers are often promoted to fill immediate operational gaps. As a result, they’re thrown into their roles before they have a chance to complete the requisite training. Many then have a hard time finding free days/weeks to attend classroom sessions or complete job shadows. L&D can set managers up for success while meeting operational demands by shifting from programmatic training to always-on enablement systems. For example, L&D can apply personalized learning technology to recommend skill training to employees who demonstrate management potential. This can also help senior managers identify candidates who are interested in and ready to step into new roles.
L&D must also provide continuous support to managers who are already in-role, regardless of tenure. The onslaught of day-to-day work makes it near impossible for managers to attend lengthy training programs, especially if they’re short-handed or dealing with big changes. Instead of leaving managers to figure things out on their own, L&D must apply tactics that seamlessly fit into the everyday workflow, such as:
- Curated knowledge bases with popular reference materials for technical processes, such as how to make informed decisions based on operational data.
- Crowdsourced stories from respected, experienced managers on how to overcome common challenges, such as how to motivate team members during difficult times.
- Open communication channels to help managers reach across teams and locations through tools like Slack or Microsoft Teams.
- On-demand opportunities to practice critical management skills, such as how to conduct a challenging conversation.
- Searchable skill profiles to help managers identify potential mentorship opportunities.
Most importantly, L&D must demonstrate that it’s OK for managers to ask for help. As senior employees, managers may derive personal and professional value from being the go-to person. Admitting they don’t know something may feel like saying they don’t know how to do their job. Even worse, they may fear political ramifications if they’re seen as always needing extra help. L&D can overcome this legacy mindset by establishing reliable channels for learning and communication. Instead of trying to go it alone or waiting for the next training program, managers can collaborate, share expertise and support one another within an always-on community.
Extinguishing turnover
4.2 million Americans quit their jobs in October 2021. Of course, many left in search of bigger paychecks. However, that’s not the most common reason front-line workers are quitting. It’s burnout. Employees feel like they’re being treated unfairly, that their workloads are unmanageable, that information isn’t timely or reliable and that performance goals are unreasonable. This results in prolonged stress, decreased engagement, reduced performance and, ultimately, employee turnover.
Managers are the best tool companies have to combat burnout, improve performance and increase retention. They have direct influence over every aspect of the burnout story. However, many lack the skills and awareness to change the outcome. Instead of piling onto managers’ already overflowing plates, CLOs must challenge stakeholders to take a long, hard look at what it takes to be a manager in today’s workplace. They must urge partners to shift management expectations to focus on the human side of the job. And they must provide a framework to empower managers with the skills needed to overcome human problems like burnout.
There’s a popular meme on LinkedIn that says “People don’t leave jobs. They leave managers.” For many employees, the manager is the company. They’re the person they see every day — the person whose decisions most impact their lives. If organizations hope to attract and retain talent in a hyper-competitive marketplace, they need to present themselves in the best light possible from day one. They must take care of their managers so they can, in turn, take care of their teams.
