Manager-Employee Relationships: Key to Retention and Engagement

I have received quite a few messages about what happened with that company I wrote about last time, the one with Emma, Terry, and Jen. Their story touched many of you, which shows how common these issues are. They struggled with retention, engagement, and performance. After talking to people throughout the organisation, I realised the real problem lay in how managers and employees related to each other. They barely spent any time together, never discussed challenges openly, and ended up working in their own little worlds.

Thankfully, I found a way to help. I introduced a solution that sparked real conversations and mutual support. Managers and employees began to share feedback and give each other the help they needed. Slowly, clarity returned. Trust followed. People started to feel heard, and they brought their best selves to work. It was a genuine turning point for them.

I think we often forget that management is not about giving orders or holding power. It is about building a space where people feel safe, heard, and motivated. It is time to talk about the manager-employee relationship and how it can transform a team. I hope this story encourages you to look at your own workplace, ready to see where honest dialogue might work wonders.

Where Real Engagement Begins

I believe the manager-employee relationship is the single biggest factor in shaping retention, engagement, and performance. Pay and working conditions matter, of course, but in most of the organisations I have seen, those are not the main problem. Instead, what goes wrong is often hidden in how managers interact with their people, or fail to interact.

Some managers say they do not have time to build trust in their team. Others insist there is something wrong with the employees, as if strong relationships should appear without any effort. I understand their reluctance. Building a genuine connection takes energy. It involves honest conversations, listening, and a willingness to step out of old habits. Yet I think that improving the manager-employee bond changes everything. When trust is present, tough chats do not spiral into chaos. Projects do not stall because people are too scared to speak up.

I also spoke in one of my previous articles about how many managers are promoted without the right support. They step into a role that demands human skills, yet they only receive training on tasks and processes. Then they wonder why their team feels distant or why engagement lags.?

I believe managers already have a simple, practical tool that anchors their daily interactions with each team member. The challenge is that, even if some are already using it, they are not using it to its full potential. It is often hidden in plain sight, yet when applied correctly, it can transform how managers engage with their people and how employees view their work.

The Simple Practice Managers Often Neglect

I have worked with many organisations, large and small, and I keep seeing one simple technique that makes all the difference. It is the 1-2-1 meeting. It’s a well known practice, and yet managers often overlook it or think a quick chat in the corridor will do the trick. My experience shows that it will not.

Some managers say they are too busy. Others believe their teams already know what to do, so there is no real need for a formal session. Yet the lack of a regular, sincere 1-2-1 means that many times issues remain unspoken, and cracks in trust grow wider. I have seen managers who are great at strategy, yet fail when it comes to building genuine bonds with their people. It is not that they are unwilling, but they do not realise how crucial these sessions can be, or how to run them effectively.

In the organisations where I introduced regular, effective 1-2-1s, the results were clear to see. People felt heard. Managers had a chance to support employees before problems got out of hand. Retention improved because staff felt valued. Engagement soared because everyone knew their voice mattered. This does not happen by chance. It happens when managers learn how to make these sessions count.

I think the manager-employee relationship deserves more than a passing comment during a coffee break. No manager should brush it aside. One-to-ones might seem basic, but if they are done with sincerity and skill, they can radically change a team’s culture. That is why I always stress the need for them. You cannot expect great performance without great conversations. When managers recognise the power of a well-run 1-2-1, they unlock a level of trust and engagement that lifts the entire team.

Even though the technique is simple, managers often need guidance to do it right. Some conversations can be tough, and it is easy to get it wrong without proper support. With the right coaching or training, managers can learn how to handle these sessions so they truly foster growth and trust.

Sincere 1-2-1s A Fresh Start for Better Management

You may be curious about what Sincere 1-2-1s actually are, and how managers can apply them day to day. I understand the doubts. Some fear these meetings might add extra workload. Others worry they will not know what to say. Yet I believe one-to-ones are the most straightforward way to build trust, tackle small problems early, and create real bonds between managers and their teams.

Over the years, I have seen how one-to-ones, when done with sincerity, can spark engagement and cut down on unnecessary staff turnover. A few minutes of genuine conversation can highlight issues that have been lurking in the background. This simple approach has helped many of my clients move from firefighting to true collaboration.

I think managers need a clear framework, but it does not have to be complex. They need a guideline for listening, giving feedback, and staying consistent. I call it the Sincere 1-2-1s framework. It is not about adding more tasks to their busy schedule. It is about replacing guesswork with honest chats. It is about taking time to value people.

In the coming weeks, I will share more on how to make this tool work in practice and show how organisations use it with great success.

I will also host a webinar on 28 January, where I will offer a full guide to the Sincere 1-2-1s framework. I would love to see you there. This could be the start of real change for your managers and their teams.