Retention Starts with Relationships: How Managers Can Make a Difference"

I had a usual workday with a series of meetings, and amidst all that, I received an urgent message from Neeta, who proposed meeting for coffee. Although I was busy with plans to visit my sister, I became concerned about her mental health after hearing the anxiety in her voice. As promised, I met her at Starbucks, and apparently she is having a difficult time at her workplace.?

For six years, she had been a member of the organization and had consistently spoken highly of its culture. She had been content working there and was satisfied with her manager, until reports of turbulence surfaced. The cause? The new manager. Despite experiencing some tension and conflict, she had tried to remain resilient and accept the changes as part of the process. Unfortunately, things escalated to the point where she was humiliated and unfairly held accountable for mistakes that the manager should have owned up to. She wanted to have a coaching session to discuss her options.

After meeting with Neeta, I reflected on all the employee interactions I've had throughout my career. The study by Gallup, which states that "people leave managers, not organizations," still holds true in my experience. As a professional, I have had the opportunity to interact with thousands of employees at various stages of their careers.

Nowadays, there is a lot of buzz regarding the turbulence in the talent market, the so-called "Great Resignation," where people are being offered exorbitant compensation but are still declining offers at a skyrocketing rate. I have observed in many instances that managers were doing an excellent job, yet employees left for reasons that Herzberg considered hygiene factors.

However, I have also witnessed employees resigning due to their manager, saying nothing during exit interviews, and witnessed resignation withdrawal due to the work culture, job, and relationship with the manager. For a small increment, no1 wants to compromise on the work culture.

I have learned a precious lesson in my tenure as HR professional – “never leave a good manager”. An understanding manager can make work enjoyable, even in difficult situations, while a bad manager can make you dread every Monday and work only for a paycheck. Since managers play such an influential role, it makes sense for them to have a bigger responsibility for their team's engagement, and it should be one of their key objectives.

After carefully reflecting on my own experiences and gathering input from employees, I have identified several key factors that can significantly impact a manager's success and acceptance within their team.

1. Managing a large team - Managing a big team can be challenging as it can be difficult to create and maintain a personal bond with each team member consistently. While it may be different for those in a 100% people management role, for those in a techno-functional role with a big team span, it can be even more difficult. To foster an effective manager-team bond, an ideal team size should not exceed 6-8 members. However, this may vary depending on factors such as the team's tenure within the organization and range of work experience.
2. Manager's Competency - When a manager is new to the role, instead of competing with team members, acknowledging areas of improvement can be helpful. It is important for managers to spend time on the ground with their team to understand the nuances before making any conclusive decisions. They should have self-belief and confidence that nobody is there to take their position and they need their team to be successful, as "a king is only as good as its advisors.
3. "Build and invest in relationships - When starting in a new role, it is important to invest time in building relationships with team members. By investing in building relationships, the team will be more likely to support the manager and work towards success. If a manager treats their team as a machine, they may be less likely to support the manager and may even celebrate their failures.
4. Practice active listening – Many senior leaders fail to listen effectively. They often don't allocate enough time to ask meaningful questions and actively listen to their team members. When communication is not tailored to the context or specific needs of the team, it can have zero impact or even backfire. Leaders should pay attention to signs of disengagement and proactively address them instead of enjoying the limelight.
5. Encourage dissent - Suppressing dissent and differing opinions can result in a team of "yes-men" who will not provide an honest reflection. It is essential to encourage diverse views to develop a well-rounded solution.
6. Trust your team – Remember that your team members are there for a reason, so start by trusting them unless you have data that indicates otherwise. Nobody is perfect, so hire people based on their attitude and aptitude. A positive attitude and a willingness to learn can go a long way. In most cases, perseverance is more important than intellect.
7. Be a role model – You have significant responsibility to establish the right culture in your team. If you want your team to adhere to certain values, lets begin that with yourself. Its important to constantly challenge yourself and be aware of your own “UNCONSCIOUS BIAS”. Things like an affinity towards people of your religion, region, college etc. should be kept outside the workplace. Developing high emotional intelligence also involves putting yourself in your team member's shoes.
8. Communication: Communicating through f2f/ virtual meeting instead of writing emails can help reduce confusion and bridge communication gaps, especially in cases of conflicts. Verbal communication allows for tone and context to be better understood, leading to clearer and more effective communication.

Most organizations acknowledge that their employees are their key differentiators and invest heavily in employee engagement and talent management. Regular reinforcement of best practices for those in people management roles is crucial. SKIP meetings should be conducted diligently to instil the fear of HR or Ombuds team.

While I am pondering over these points and how the manager's score has a direct correlation with the engagement score of the organization, my friend Neeta is headed to meet a consultant for a potential job change.

Regards,

Monisha