In addition to these work-focused aspects, managers should engage in consistent, meaningful conversations with their employees. This includes discussing and setting goals, understanding each person’s strengths, and being attuned to the work-life blend. Managers are uniquely positioned to facilitate coworker relationships, which have gained significance in the wake of the pandemic.
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Moving Toward a Coaching Model
Jim Harter advocates for a shift toward a coaching manager model. He believes that organizations should teach managers to have at least one meaningful conversation with each person they manage every week. This shift in focus involves redefining managers’ roles and expectations, emphasizing their essential role in fostering the workplace experience. Employers should provide the necessary training, tools, resources, and development opportunities for managers to meet these expectations effectively.
Furthermore, organizations should create evaluation mechanisms to measure managers’ ability to meet these expectations and identify areas where they need more coaching. Managers should also be provided with their own support structures to prevent burnout from cascading throughout the entire organization.
