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1. Reward and recognise great performance<\/strong><\/h3>\n\n\n\nWe all know how important it is to be recognised for a job well done. In fact, 37% of employees identify recognition as the main factor that would drive them to \u201c(…) produce better work more often.\u201d And a staggering 79% of employees state \u2018lack of appreciation\u2019 as the main reason for leaving their role. A culture of recognition is a powerful driver that can lead to better staff retention, talent attraction and higher performance. <\/p>\n\n\n\n
And the good news? You don\u2019t have to wait for big projects to be delivered to recognise your team\u2019s work. Do it often: celebrate small milestones as well as big ones. It\u2019s also important to reward those who exhibit the types of behaviours you want to foster within your organisation, such as teamwork, accountability and effective communications. And don\u2019t forget about the team members who consistently produce great work. Don\u2019t take their performance for granted; make sure they know how valued they are within your team. <\/p>\n\n\n\n
Organisations are starting to be quite creative with their rewards and recognition programmes. With many employees struggling with the rising cost of living, companies are coming up with innovative ways to reward their loyal talent pool for their work, from lump sums to counter inflation to wellbeing initiatives to help with the anxiety caused by financial struggles. <\/p>\n\n\n\n
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2.<\/strong> Empower employees <\/h3>\n\n\n\nResearch shows that in order to thrive, employees need to be empowered to do their jobs, not micromanaged. Managers therefore need to give their team members the freedom to make decisions on a daily basis and to try new things, even at the risk of failing. In order to do this, trust is essential. An employee will not take risks unless they know their manager has their back. <\/p>\n\n\n\n
<\/p>\n\n\n\n
Leaders should therefore focus on developing a culture of empowerment, trust and psychological safety. You can do this by asking your people for their input and ideas, discussing how they would resolve an issue and coaching them to reach an acceptable outcome without giving them a ready-made solution. <\/p>\n\n\n\n
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3. Focus on employees\u2019 wellbeing <\/h3>\n\n\n\n
Wellbeing has become a bit of a buzzword lately, but what does it really mean? \u201cOne of the most important things you can do to contribute to employees\u2019 wellbeing is to allow them to unplug,\u201d says Jo Taylor, MD at LTT. Respect their time at home, and don\u2019t expect them to respond to emails or instant messages out of hours. And it\u2019s not just about physical rest either. According to Dr. Saundra Dalton-Smith, humans need 7 types of rest in order to avoid burnout, and managers should help their employees recharge their batteries in as many ways as possible. From making sure working hours are respected (physical rest) to not overloading staff (mental rest), and providing opportunities for social interactions (social rest), go above and beyond when it comes to staff\u2019s wellbeing. <\/p>\n\n\n\n
<\/p>\n\n\n\n
And the best way for managers to do this? By role modelling those exact behaviours. Don\u2019t reply to emails after hours or during your holidays, and focus on your own wellbeing above all. <\/p>\n\n\n\n
<\/p>\n\n\n\n
4. Get to know your team members<\/h3>\n\n\n\n
We know that leaders are often time-poor. Between managing the people, processes and projects required to reach organisational goals and the other admin requirements in place, there is often little time left to get chatty over the water dispenser. However, getting to know your people is crucial in order to build meaningful connections, which in turn leads to better employee engagement. <\/p>\n\n\n\n
Find out your people\u2019s professional goals, their personal boundaries and what makes them tick. Do you know what they love to do, and hate to do? Explore their strengths and drivers as well so you can help them identify the right career progression opportunities, or modify their roles and responsibilities to help them contribute in an even more valuable way.<\/p>\n\n\n\n
<\/p>\n\n\n\n
5. Encourage the career progression of your employees<\/h3>\n\n\n\n
As mentioned, managers are time-poor and priority is often given to live projects and urgent issues, rather than planning the future. But career development is a crucial motivation-generating factor for staff. People do need to feel stretched and challenged on a regular basis, or else disengagement sets in.<\/p>\n\n\n\n
It may be scary to encourage team members to develop their career, as this could lead to their departure from the team (or the organisation). But as a manager, a clear focus on developing others is essential. Help staff identify their career goals, as well as the Skills, Training, Attributes and Relationships (STAR) they need to build to get there. Ensure they are aware of all the development opportunities available to them, from internal mobility to promotions and special projects. <\/p>\n\n\n\n
<\/p>\n\n\n\n
6. Foster the kind of positive culture that leads to job satisfaction<\/h3>\n\n\n\n
The research is clear: teams with a high level of psychological safety perform better at work and are more engaged. Feeling comfortable to ask questions, share ideas or even make mistakes is important in order to create employee engagement, and groups that feel safe to do so have a lower turnover and better productivity. So how can you foster a culture centred around trust and collaboration? By becoming a guide rail for the team. <\/p>\n\n\n\n
<\/p>\n\n\n\n
Ensure employees have each other\u2019s backs, and call out behaviours which are counterproductive. Also ensure you role model vulnerability: ask questions often, and share those experiences you believe would be helpful to the team. <\/p>\n\n\n\n
<\/p>\n\n\n\n
7. Be a human, not a robot<\/strong><\/h3>\n\n\n\nBeing a manager is about making sure your employees have everything they need to perform at their best, feel engaged and contribute to the wider organisational goals. Modern managers are increasingly required to have strong soft skills, such as empathy, care and communication, while expertise is being de-emphasized. <\/p>\n\n\n\n
<\/p>\n\n\n\n
\u201cManagement isn\u2019t so much about qualifications or technical skills. These are important, but they are more of a hygiene factor. The real must-have is emotional intelligence (EQ),\u201d says Jo. <\/p>\n\n\n\n
<\/p>\n\n\n\n
How can managers develop EQ? There are ways to do this, and each organisation should develop their own model for leaders to build up those skills. Identify the Skills, Training, Attributes (behaviours) and Relationships needed to improve your EQ, and put together an action plan that will help you take your management style to the next level. <\/p>\n\n\n\n
<\/p>\n\n\n\n
Conclusion<\/strong> <\/h2>\n\n\n\nWhilst it\u2019s true that facing the new \u2018Quiet Quitting\u2019 phenomenon can be a bit disheartening for organisations, there is some good news. Most businesses possess a strong asset already: a line-up of managers keen to see their employees motivated, energised and striving for more. So what\u2019s the next step? How can businesses spring into action and utilise their managerial staff to galvanise the troops? <\/p>\n\n\n\n
<\/p>\n\n\n\n
Just listen to your people, in the same way that you listen to your external customers. Create an employee experience that\u2019s unique to your talent pool and not only answers their professional needs, but makes them feel engaged at work. And make sure managers are prepped and ready to get to know their team members, to encourage their career progression and to coach them in a way that makes them feel challenged on a daily basis. <\/p>\n\n\n\n
<\/p>\n\n\n\n
At LTT, we understand the importance of happy and engaged employees, which is why we\u2019ve created a few resources that may help you. <\/p>\n\n\n\n
<\/p>\n\n\n\n
You can download our guide to how HR can support managers in your organisation checklist<\/a> here.<\/p>\n\n\n\n<\/p>\n\n\n\n
\n\n\n\nIf you\u2019d like a handy reminder of the points mentioned above, download our \u20187 ways managers can create job satisfaction in the workplace\u2019 checklist here<\/a>.<\/p>\n\n\n\n<\/p>\n\n\n\n
\n\t\n\t\t\n\t\t\t\n\t\t\t\t\n\t\t\t\t\t![\"\"](\"https:\/\/letstalktalent.co.uk\/wp-content\/uploads\/2022\/07\/Thumbnail-checklist-540x540.png\")
\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\tWant to better support your managers<\/blue>?\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t
Research shows that in order to thrive, employees need to be empowered to do their jobs, not micromanaged. Managers therefore need to give their team members the freedom to make decisions on a daily basis and to try new things, even at the risk of failing. In order to do this, trust is essential. An employee will not take risks unless they know their manager has their back. <\/p>\n\n\n\n
<\/p>\n\n\n\n
Leaders should therefore focus on developing a culture of empowerment, trust and psychological safety. You can do this by asking your people for their input and ideas, discussing how they would resolve an issue and coaching them to reach an acceptable outcome without giving them a ready-made solution. <\/p>\n\n\n\n
<\/p>\n\n\n\n
3. Focus on employees\u2019 wellbeing <\/h3>\n\n\n\n
Wellbeing has become a bit of a buzzword lately, but what does it really mean? \u201cOne of the most important things you can do to contribute to employees\u2019 wellbeing is to allow them to unplug,\u201d says Jo Taylor, MD at LTT. Respect their time at home, and don\u2019t expect them to respond to emails or instant messages out of hours. And it\u2019s not just about physical rest either. According to Dr. Saundra Dalton-Smith, humans need 7 types of rest in order to avoid burnout, and managers should help their employees recharge their batteries in as many ways as possible. From making sure working hours are respected (physical rest) to not overloading staff (mental rest), and providing opportunities for social interactions (social rest), go above and beyond when it comes to staff\u2019s wellbeing. <\/p>\n\n\n\n
<\/p>\n\n\n\n
And the best way for managers to do this? By role modelling those exact behaviours. Don\u2019t reply to emails after hours or during your holidays, and focus on your own wellbeing above all. <\/p>\n\n\n\n
<\/p>\n\n\n\n
4. Get to know your team members<\/h3>\n\n\n\n
We know that leaders are often time-poor. Between managing the people, processes and projects required to reach organisational goals and the other admin requirements in place, there is often little time left to get chatty over the water dispenser. However, getting to know your people is crucial in order to build meaningful connections, which in turn leads to better employee engagement. <\/p>\n\n\n\n
Find out your people\u2019s professional goals, their personal boundaries and what makes them tick. Do you know what they love to do, and hate to do? Explore their strengths and drivers as well so you can help them identify the right career progression opportunities, or modify their roles and responsibilities to help them contribute in an even more valuable way.<\/p>\n\n\n\n
<\/p>\n\n\n\n
5. Encourage the career progression of your employees<\/h3>\n\n\n\n
As mentioned, managers are time-poor and priority is often given to live projects and urgent issues, rather than planning the future. But career development is a crucial motivation-generating factor for staff. People do need to feel stretched and challenged on a regular basis, or else disengagement sets in.<\/p>\n\n\n\n
It may be scary to encourage team members to develop their career, as this could lead to their departure from the team (or the organisation). But as a manager, a clear focus on developing others is essential. Help staff identify their career goals, as well as the Skills, Training, Attributes and Relationships (STAR) they need to build to get there. Ensure they are aware of all the development opportunities available to them, from internal mobility to promotions and special projects. <\/p>\n\n\n\n
<\/p>\n\n\n\n
6. Foster the kind of positive culture that leads to job satisfaction<\/h3>\n\n\n\n
The research is clear: teams with a high level of psychological safety perform better at work and are more engaged. Feeling comfortable to ask questions, share ideas or even make mistakes is important in order to create employee engagement, and groups that feel safe to do so have a lower turnover and better productivity. So how can you foster a culture centred around trust and collaboration? By becoming a guide rail for the team. <\/p>\n\n\n\n
<\/p>\n\n\n\n
Ensure employees have each other\u2019s backs, and call out behaviours which are counterproductive. Also ensure you role model vulnerability: ask questions often, and share those experiences you believe would be helpful to the team. <\/p>\n\n\n\n
<\/p>\n\n\n\n
7. Be a human, not a robot<\/strong><\/h3>\n\n\n\nBeing a manager is about making sure your employees have everything they need to perform at their best, feel engaged and contribute to the wider organisational goals. Modern managers are increasingly required to have strong soft skills, such as empathy, care and communication, while expertise is being de-emphasized. <\/p>\n\n\n\n
<\/p>\n\n\n\n
\u201cManagement isn\u2019t so much about qualifications or technical skills. These are important, but they are more of a hygiene factor. The real must-have is emotional intelligence (EQ),\u201d says Jo. <\/p>\n\n\n\n
<\/p>\n\n\n\n
How can managers develop EQ? There are ways to do this, and each organisation should develop their own model for leaders to build up those skills. Identify the Skills, Training, Attributes (behaviours) and Relationships needed to improve your EQ, and put together an action plan that will help you take your management style to the next level. <\/p>\n\n\n\n
<\/p>\n\n\n\n
Conclusion<\/strong> <\/h2>\n\n\n\nWhilst it\u2019s true that facing the new \u2018Quiet Quitting\u2019 phenomenon can be a bit disheartening for organisations, there is some good news. Most businesses possess a strong asset already: a line-up of managers keen to see their employees motivated, energised and striving for more. So what\u2019s the next step? How can businesses spring into action and utilise their managerial staff to galvanise the troops? <\/p>\n\n\n\n
<\/p>\n\n\n\n
Just listen to your people, in the same way that you listen to your external customers. Create an employee experience that\u2019s unique to your talent pool and not only answers their professional needs, but makes them feel engaged at work. And make sure managers are prepped and ready to get to know their team members, to encourage their career progression and to coach them in a way that makes them feel challenged on a daily basis. <\/p>\n\n\n\n
<\/p>\n\n\n\n
At LTT, we understand the importance of happy and engaged employees, which is why we\u2019ve created a few resources that may help you. <\/p>\n\n\n\n
<\/p>\n\n\n\n
You can download our guide to how HR can support managers in your organisation checklist<\/a> here.<\/p>\n\n\n\n<\/p>\n\n\n\n
\n\n\n\nIf you\u2019d like a handy reminder of the points mentioned above, download our \u20187 ways managers can create job satisfaction in the workplace\u2019 checklist here<\/a>.<\/p>\n\n\n\n<\/p>\n\n\n\n
\n\t\n\t\t\n\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\tWant to better support your managers<\/blue>?\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t
Whilst it\u2019s true that facing the new \u2018Quiet Quitting\u2019 phenomenon can be a bit disheartening for organisations, there is some good news. Most businesses possess a strong asset already: a line-up of managers keen to see their employees motivated, energised and striving for more. So what\u2019s the next step? How can businesses spring into action and utilise their managerial staff to galvanise the troops? <\/p>\n\n\n\n
<\/p>\n\n\n\n
Just listen to your people, in the same way that you listen to your external customers. Create an employee experience that\u2019s unique to your talent pool and not only answers their professional needs, but makes them feel engaged at work. And make sure managers are prepped and ready to get to know their team members, to encourage their career progression and to coach them in a way that makes them feel challenged on a daily basis. <\/p>\n\n\n\n
<\/p>\n\n\n\n
At LTT, we understand the importance of happy and engaged employees, which is why we\u2019ve created a few resources that may help you. <\/p>\n\n\n\n
<\/p>\n\n\n\n
You can download our guide to how HR can support managers in your organisation checklist<\/a> here.<\/p>\n\n\n\n <\/p>\n\n\n\n If you\u2019d like a handy reminder of the points mentioned above, download our \u20187 ways managers can create job satisfaction in the workplace\u2019 checklist here<\/a>.<\/p>\n\n\n\n <\/p>\n\n\n\n
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