Page 26 - INQUISITIVE Employee Engagement Guide.pptx

Managers

Matter Gallup recently suggested that Line There has been a lot of emphasis on the shift in
Managers account for at least 70% of the
task management with agile project based working
variance in employee engagement survey and SCRUM toolkits, where the process of
scores across businesses. They have the managing people is well defined. However people
pivotal role and should be the initial focus are more than a delivery tool - the human factor
when seeking to enhance the employee gets things done and gets in the way. Managing
experience. And yet they suggest under is about enabling and facilitating – making it
15% of companies planned to spend easier for people to work together and get
money on skills development to bridge this things done.
gap. Maybe they are seen as too busy
already or it just seems too hard to It is about how Managers interact with, relate to
achieve. and have a genuine interest in others. Such
people attributes include being: authentic,
Organisations are flatter, there is more team supportive, sensitive, empathic, patient, honest,
based project work and employees want a coach compassionate, trusting, diplomatic, credible, good
more than a judge. The shift towards projects judges, decisive, proactive, adaptable, open
sees Managers managing their line, project minded, approachable, flexible, well mannered and
teams and upwards. The role is in flux and encouraging. A sense of humour helps too. For
companies are working on redefining these vital some this is easy and others it is a huge ask!
enabling roles for a new Work^Life.
Time is always at a premium and there is a
Project based environments can create huge demand for constant communication - so how
time and workload pressures for Managers with managers communicate is crucial. This includes:
an unintentional emphasis on firefighting. being articulate in the written and spoken word,
Managers are usually juggling diverse and often being persuasive, recognising bias, giving
conflicting needs where urgency can win over constructive feedback, actively listening, being
importance. Productivity through task willing to negotiate and being aware of their body
management is the business focus and often language plus the importance of their tone. These
the Managers comfort zone; and yet the role all contribute to strong communication skills.
is changing dramatically. Again, for some this is easy and others it is a huge
ask!
Managers have vital experience but need role
models, time and support to make the changes Nowadays people live in the real and digital world
required. This means a broader skillset, a better – people skills need to be consistent across both.
understanding of their new team role and the The outcome will be to build legitimacy, respect,
ability to let go of the behaviours/ beliefs that trust, motivation and engage people. If Managers
come with a more hierarchical management are pivotal in engaging people - are you
style and traditional modes of project investing enough to support them transition
26 management. into a new more appropriate role?