This is short-sighted. The impact of a managerโs behaviour, working style, and mindset on employee experience and culture can be seismic. Without a wholesale rethink of the way they work with teams, productivity will decline.
Nowโs the time for leadership teams to reshape the role of the line manager and consider whether the systems, frameworks, and training in place support the culture theyโre trying to foster. Setting clear expectations for them will alleviate pressure and ensure they meet theย evolving needsย of teams while focusing on growth.
Encourage and empower
The nature of work has shifted. Choosing when, where and how we work has become a priority for people โ and the โcommand and controlโ approach is no longer a route to success.
Itโs up to those at the top to lead by example and show line managers how toย encourage autonomy among teamsย while motivating and guiding them.
Managers who set expectations and empower teams to be accountable in reaching goals, with the appropriate support, will mark a much-needed shift from micromanagement.
The additional benefit here is that employees can see how their own contributions make a tangible difference to the business; proving fundamental to performance and an organisationโs culture.
While this strategy will fosterย greater trust between managers and employeesย โ a key component of any high-performing culture โ leaders shouldnโt assume all line managers will be comfortable with the change.
Concerns theyโre relinquishing too much control have to be alleviated through consistent reassurance that their role is to empower and deliver results through teams.
Less managing, more coaching
One way of overcoming this challenge requiresย reframing line managers as coaches.
Leaders that actively role model and demonstrate the importance of developing management skills needed today, such as active listening, empathy, promoting growth, as well as prioritising inclusion and collaboration, will help managers drive performance without feeling overbearing.
This ought to go in tandem with a greater investment in training. For example, challenging line managers to adopt a growth mindset andย spotting signs of poor mental health, such as burnout, as well as skills to signpost this.
But while hacks to delegate responsibilities and motivate teams are well and good, what line managers rely most on is fervent leadership. Regular access to leaders who authentically role model and provideย guidance on navigating challengesย is key. Itโs the alignment between leadership and management communities that creates a stronger culture, and keeps managers engaged.
Building communities with a shared vision
Itโs hard to foster a community whenย teams are so fragmented. But line managers are any organisationโs best shot at bringing people together.
Arming line managers with storytelling techniques will ensure they share the company’s vision effectively and help teams see the value in the work theyโre doing. Itโs important that managers give autonomy to employees, but they should also help teams connect by emphasising the collective goal theyโre working towards; tying theirย work to the strategy and purpose of the organisation.
Our attitudes to work have shifted in a way that we may not see again for a generation. To continue retaining andย attracting employees, leaders must not only recognise the impact a line manager has on both individuals and an organisationโs culture, but reimagine their roles and ways of working in line with todayโs employee values.
Leadership teams that have purpose at their core, invest in management communities, and reward the right behaviour will create a culture that supports the ambitions of the business, and thisโll have a direct impact on productivity and profitability.
Alys OโNeill is director of consulting at United Culture
