Better managers

Globalisation and competitiveness have created an increasing demand for better talent within companies. Better managers are increasingly important than ever for employee satisfaction in today’s race for talent. In fact, according to most researches undertaken by HR recruitment firms, one of the main reasons that employees cited for dissatisfaction or quitting their job was lack of appreciation by their manager.

There is a very strong link between high performing companies and employee satisfaction and not all of it is driven by higher wages only. Higher performing companies show better customer loyalty, profitability and better employee and workplace satisfaction. Therefore, there is an intrinsic link between corporate performance and employee satisfaction.

Improvement in employee satisfaction requires better managers. Being a good boss isn’t easy and neither are people born with such skills. Recent skill assessment surveys indicate that only 10 percent of people naturally have all the traits needed to be a good manager. Many incentives for managers are also misaligned and at times many such managers may even achieve their positions by being self-centred, overconfident, narcissistic, and manipulative.

“No man is good enough to govern another man without that other’s consent.” - Abraham Lincoln

The fundamental elements of being a better manager are the same as with any other human relationship: mutual trust, encouragement, empathy, and good communication.

Any manager can become a better manager and play an essential role in improving workplace happiness and employee satisfaction based on working towards building these qualities in oneself.

Empathy and compassion are one of the most important traits in human relationships and as such are as important for being better managers. A manager who genuinely cares about an employee’s well-being tends to be curious about it. Sincerely asking, “How are you doing today?” creates an opportunity for employees to raise issues and to respond. When employees perceive compassion, they become more loyal. Loyalty in turn feeds better performance at work.

Another important aspect is gratitude. The simple act of thanking people is win-win: It doesn’t cost anything, and everyone feels better. Being thanked makes people feel valued. Celebrating small achievements helps people face larger challenges and sets up a positive dynamic where everyone wants to do better.

Workplaces must generate an element of positivity. This not only implies in communication but also when giving feedback. Giving positive feedback builds employee confidence and reinforces beneficial behaviours.

It is important for any manager to focus on themselves as much as they need to focus on their employees if they intend to become better managers. Awareness and self-care are as important as their relationship with their employees. Managers must first help themselves before they can do the same for others. When highly stressed or anxious, it’s hard to be empathetic, thankful, and positive. Being a supportive and compassionate manager is easier for people who are aware of and at peace with their own inner state of being. The recipe for self-care and improvement will be different for everyone, as some need more emotional support and others require better physical management. Even such physical care issues such as diet, exercise and sleep are important for overall well-being and as such for being better managers. In fact some of these smaller changes play larger roles and often count more than larger, structural changes.

The competitive corporate environment today is much more demanding, taking a toll on physical and emotional well-being for managers and employees alike. Employee stress, anxiety, and burnout are on the rise. The pandemic increased many such workplace pressures where job security itself was under stress. This matters to organisations, because the well-being of humans is inextricably linked to employee satisfaction and also correlates with customer satisfaction turnover, productivity, and profitability. Failure to pay attention to and prioritise employee satisfaction risks enabling a toxic culture that can lead to both declining employee and corporate performance.

Managers have a much bigger role and responsibility than other employees in any organisations and also have a clear moral imperative to create an environment that enables good management and good relationships more generally. While there are many sources of stress and misery in the world including poverty, politics, illnesses, etc, the one aspect of people’s lives that is clearly within an organisation’s sphere of influence is the behaviour of their managers. Indeed, research studies show that some 25 percent of the variation in individuals’ overall life satisfaction is attributable to work, with manager relations accounting for the largest portion of that. People in workplaces with better managers, report significantly higher satisfaction with their jobs. Yet, most managers in companies are selected for technical skills, and not their social or management skills.

It is therefore the responsibility of companies to monitor and assess the overall quality of its managers based on their social and management skills as well through continued appraisal and feedback. Companies should develop programmes that may impart and improve social skills to create less toxic and better work environments, which in turn will improve employee satisfaction and thus corporate performance.

Better managers are also better at delegation. At its core, management is about getting things done with and through others. The immense work that goes into implementing projects and plans shouldn’t fall on the shoulders of a single person. It is the manager’s job to assign tasks to team members that enable them to capitalise on their strengths. Managers have to empower and delegate to others. Handing off tasks to the right people is key. Better managers not only delegate but also ensure that those they delegate have the necessary resources, skill set, and bandwidth to complete the assigned work, and be available to answer questions and provide support along the way. When employees perform to their strength they perform better, receive better feedback and appreciation and thus are more satisfied with their roles.

Effective employee relationship management, communication and delegation are all critical for employee engagement, which is crucial for the long-term success and profitability of any business. Better managers are able to successfully engage and motivate their employees, ultimately boosting employee satisfaction and positively impacting productivity levels.

Learning from past experiences is also an essential part of becoming a better manager. While many valuable lessons can be learned in real time, it is through conscious reflection that successes and failures can be more deeply examined.

Reflection can be implemented at both the personal and organisational levels. Better managers consider their own performance as much as they examine their teams’ efforts and recognise and make those changes that they are able to identify to improve their relationship management skills.

Becoming a better manager is an exercise in personal and professional growth. Through learning how to shape organisational processes to their advantage, managers can develop the tools needed to bring out the best in themselves and others, and help their companies thrive.

The writer is a staff member