I don’t mean to sound dramatic, but are managers OK?
These days, my inbox regularly sees subject lines lamenting how managers are miserable, disengaged, lacking coaching opportunities and feel prevented from delivering value in their roles.
Like chief learning officers and learning and development leaders, managers’ roles have also changed dramatically due to the COVID-19 pandemic. When workplaces shifted from in-person operations to remote—and then back again or into some hybrid mix—it was the manager who handled the nitty gritty: maintaining productivity, providing crisis support and promoting employee well-being, all while navigating new technologies and proactively managing business contingency plans in a time of uncertainty.
Post-pandemic, we now find ourselves in a business environment where volatility, uncertainty, complexity and ambiguity have become the norm. This VUCA environment has fundamentally altered hundreds of job roles. And rapid technological advancement is the new standard.
It’s a challenging environment for even the toughest, most resilient and smartest of managers.
According to Forbes, managers today require more support in order to be more successful—and I don’t just mean hitting KPIs. This year, managers have faced numerous challenges: dealing directly with layoffs (or sometimes becoming the ones laid off), taking on more administrative tasks and often stepping into the role without adequate training. A top performer does not a manager make.
A 2024 report from Gartner revealed that 75 percent of HR leaders surveyed say their managers feel overwhelmed by the growth of their job responsibilities. Additionally, about 73 percent of HR leaders said their organization’s leaders and managers aren’t equipped to lead change.
To truly address the issue of managers feeling overwhelmed, training and development programs aren’t enough. The aforementioned Gartner report notes that while most organizations offer programs, initiatives and tools to help boost manager productivity, these investments will not solve the fundamental issues—excessive workloads and diminished job motivation—these managers are dealing with.
In order to best support managers, the report recommends organizations rethink the role entirely and makes a few recommendations:
- Reset expectations for the role.
- Rebuild the manager pipeline.
- Rewire manager habits.
- Remove processes that burden.
Here, of course, is where L&D steps in. As the managerial role undergoes transformation, CLOs can ensure managers have the right tools to succeed.
CLOs should help to create a succession plan to support a leadership pipeline for the organization that emphasizes continuous learning, resilience and cross-functional experiences, support training in technologies that automate processes and be an advocate for the allocation of resources that will help managers feel supported and successful.
In addition to ensuring the organization is prepared for the future, these investments will also give managers opportunities for growth and development, should they want to advance in their careers. It will also help combat manager burnout, as these individuals often feel stuck in their roles.
Furthermore, CLOs can also work to create systems that offer managers on-the-job support to help them with the ongoing challenges and barriers they continue to face. These could include just-in-time learning or problem-solving tools, as well as mentorship and coaching programs or collaboration and networking opportunities.
Looking ahead, CLOs can take action in supporting managers by working with HR and senior organizational leaders to redefine the role and help create a workplace where managers feel supported and prepared to navigate the ongoing challenges of today’s business world.
As key players in ensuring the organization runs smoothly, that business goals are being met and that employees remain engaged, happy and productive, managers deserve to feel empowered to lead with confidence and adaptability.
