What, exactly, is the job of a manager these days? With folks now working between office and home, meetings with people in different venues, one third of all adults suffering from depression, and work-life imbalance from our new work situations, our jobs as managers need an upgrade.
Until now, a manager’s job was akin to the job of a Chief of Staff where people, tasks, timelines, and outputs were determined by the company culture. Now the culture must address both emotional issues and leadership coming from within instead of top-down.
Managing is no longer as simple as being a good leader; it now holds the key to a company’s success and strategy. Certainly a factor in inspiring creativity and supporting well-being.
Are you noticing any issues showing up for any of your staff? Do folks need support coping with health issues? Emotional crises? Work-life balance? Are they doing the same level work they did pre pandemic? Are they as creative? Reliable? Happy?
I suspect there might be subtle differences showing up given the havoc we’ve been through. Here are a few ideas to help.
SKILLS TO SERVE
Given the new givens, folks might be a bit off balance. Here are a few ideas to help you serve them:
Because work has generally been a ‘doing’ place not a ‘being’ place, folks may gloss over what’s going on for them personally. But that doesn’t mean you should. How do you include the personal? Should there be separate meetings for those with work-life balance issues? For folks dealing with depression? What is the best approach to personal sharing so the group can serve each other and still do the business at hand?
Folks can seem ‘fine’ – put on a happy face, tell the Zoom group all is well – but listening with an unbiased ear will highlight the unspoken stuff, notice differences between their normal communication patterns and disparities showing up now.
But listening without bias is easier said than done; our brains weren’t set up to hear what someone actually means. When writing my book on how to close the gap between what’s said and what’s heard (WHAT?) I discovered an alarming fact: we have little chance of accurately understanding what’s said to us!
It seems all sounds (including words) enter our ears as meaningless vibrations, or ‘puffs of air’ as they’re called in science books. Through a series of very fast (five one-hundreds of a second) electro-chemical calculations in our heads, these vibrations eventually get translated into meaning according to ‘similar enough’ historic, automatic brain circuits that we’ve uniquely created during our lives and represent our mental models. Obviously, there’s a chance they might not be ‘similar-enough’ to the intended message!
And it gets worse: our brains discard some of the incoming signals that don’t match the existing ones! So I might say ABC and your brain tells you I said ABL – it never tells you it deleted D, E, F, etc. – and your brain never tells you the difference!
In other words, if there are no circuits to accurately translate what someone is saying to you, it’s possible that you may not be understanding the message according to their intent.
Put it all together and what you think was said is some percentage different from the intended message. Use my Listening Assessment to monitor your own patterns.
Meaning aside, it’s possible to hear differences between someone’s historic communication patterns and current ones. Physiologically, there might be an edge in their voice, shorter words used, a lower tone, distracted communication. To make sure you get it right, check with them: “I think I hear you say X/I think I’m noticing Y. Is that accurate?”
Here are guidelines to consider:
Once the team is alerted to listen for differences, set up norms going forward to help those in need. Ignoring is not an option.
How’s the group doing? When they’re in different settings are they working together effectively? Anything obvious showing up? Differences in working relationships? Is work being done efficiently? Are there communication issues? Is creativity at the same level it’s always been? Is the personal accepted? How will you handle those in the group who stick to tasks and ignore the personal?
Set up a discovery meeting. Here are a few questions to pose:
Until everyone who should be involved is in the meeting, no action can go forward congruently; no ideas or strategies can be complete.
I suggest meetings be rescheduled if someone can’t make it – their unique voice, feelings, creativity and observations are necessary. Without doing this, plans end up needing to be reconfigured; egos might be bruised and relationships compromised; good ideas will go unspoken. Meetings must include the full stakeholder team or there will be glitches, resistance, or non-compliance going forward.
Information Gathering/Idea Generation
Given people may not be in the same room, or they’re distracted as per their time/health/childcare issues, getting information collected and brainstormed might be untidy. But it’s important everyone is on board and buys in to actions and goals.
Managers have done a lot of this work, but with folks dispersed and communication potentially compromised, with leadership, strategy and new ideas coming from the teams, it might make sense to update old meeting styles.
Must people be in person to be supervised? There has been a prevailing belief that face-to-face is best. But there might not be a choice now. How will you manage this? I suggest you sit down with each report and figure it out together:
Your job is to serve your folks. Figuring out what this looks like must be collaborative.
Since you’re not always around, but folks on teams often connect with each other, set up peer coaching so everyone has a buddy and someplace to go if they need extra support. Especially in these times when emotions might be present, it’s important to set up ways for folks who know each other to serve each other.
It’s time for new skills to serve, new ways to think. The job of the manager now is a pivotal one: help get our folks through this confusion we face. Success and excellence depend on it.
I’m a fervent believer that people have their own answers when they’re going through stuff. Even if they tell us of a problem, we can’t know all the issues involved or how, specifically, the person is really coping. But we can help them find their answers so long as we stay away from trying to resolve them.
If your company seeks any support to help your managers recognize and learn new skills, I’d love to help. firstname.lastname@example.org.
Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharon-drew.com She can be reached at email@example.com.
Sharon Drew Morgen January 10th, 2022
Posted In: News