Experience, Inc. by Jill Popelka

Author:Jill Popelka [Jill Popelka]
Language: eng
Format: epub
Publisher: Wiley
Published: 2022-05-03T00:00:00+00:00

Managers Have It Tough

Managers play a critical role in employee experience because they are the face of the company to most of its employees. A company cannot actually care for a person. Only a person can care for another person, which is why the behavior of the manager and other leaders is critical to employee experience.

Managers have a lot to contend with. There are individual differences in the people that managers manage. There are generational differences to contend with. Managers are also “stuck” between two groups – the expectations of their own superior and those of their employees. Managers are required to align these considerations when they simply might not. Leaders want more productivity at less cost; meanwhile, employees want more resources and more realistic expectations for their workload. The manager is stuck in the middle.

And here's something else, specific to our era: The speed of life has never been faster. With the social, global, and technological upheavals of the past few years, and with the labor and educational markets widely imbalanced in some key areas, new issues have emerged.

“Managers should do less, manage more, lead more,” says one HR leader. “Be more involved in the people element.”

Like it or not, managers convey the culture of the company, by themselves and also through the people they influence. Managers must make decisions and support behaviors that reinforce an organization's values on issues like safety, diversity, equity and inclusion, well-being, and environmental sustainability. Since organizational culture impacts both business performance and candidate attraction, a lot rests on the manager.

And managers drive strategy. To do that, they need to deeply understand the strategy, to be a great communicator, and to know how to mentor. To mentor requires a longer-term investment, with a focus on each of their employees' career development.

Given all they're responsible for, and given all the vulnerability that managers are now allowed, they're going to make mistakes. They're human.

I believe there are three distinct duties that every manager and leader must carry out to establish an environment where employees can learn, grow, and thrive:

Drive Clarity of Purpose: Know the mission and purpose of the company, empower individual employee strengths, and connect those to the purpose of the company, so everyone knows their why as part of the greater why.

Create Connection: Model respect for one another, help one another, build up one another, and believe in each other to accomplish great things.

Require Transparency and Build Trust: Create a culture of openness and honesty in feedback, with the intention of supporting growth and innovation.

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