Engaging Managers

engaging manager

A common theme noticed by David MacLeod and Nita Clarke in organisations with both high levels of employee engagement and high levels of performance was engaging managers who focus their people and give them scope, treat their people as individuals and coach and stretch their people.

The relationship between a jobholder and their manager is key to the health and effectiveness of an organisation. It can make or break you. So how you work with your staff is key.

What do want from your manager? To be mates? Or for him/her to give you clear objectives, to discuss with you what they want you to do and how they want you to do it. Are you happy to be taken for granted? Or do you want the opportunity to think for yourself and for your achievements to be recognised and rewarded? Are you content to do the same thing year in year out? Or do you want your manager to support you in your learning and development and give your more stretching work? Do you want to be treated fairly and always made to feel part of the team?

Do you do these things for your staff? It’s what they want. If you don’t believe me, why not ask them?

Engaging managers make each of us feel part of the team.  Engaging managers agree with us clear objectives and show us how our work contributes to the organisation’s objectives. Engaging managers coach us and stretch us and bring the best out of us.

Engaging managers give us regular, thoughtful, honest and constructive feedback on our performance.  Managers get the behaviours they are prepared to walk past.  Engaging managers do not walk past dysfunctional behaviour.  They tackle it by giving feedback in the context of overall performance in a way that encourages and empowers an individual to build on their strengths and helped to address behaviours that are getting in the way of great performance.

Engaging managers thank us for our work.  Engaging managers put considerable effort into making sure the successes and achievements of individuals and teams are fully acknowledged.  Engaging managers create a culture of praise and acknowledgement.  Engaging managers are approachable and available when needed.  Engaging managers take time to get to know us.  Engaging managers discuss our professional and career development with us at regular points during the year, and support us to achieve our goals.  Engaging managers look out for our welfare.  Engaging managers are discreet and can be trusted.

How do you need to change?

Do you have a coach, or a mentor or buddy who could help you?

What to think more about this topic? Search for ‘engaging managers’ in our case studies and blog.

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