The most effective managers of the future will be able to lead with empathy, although the 2021 Garner survey shows that only 47% of managers are prepared for this future role.
Qualities of the empathic manager:
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While the roles of managers have expanded, roles and teams are not structured to support well-being.
Managers are more motivated to be empathic when they have a support system. Goodway Groups, a fully remote company, acknowledges that distributed teams face greater challenges with communication and shared visibility. They created a team success partner whose duties include fostering trust and psychological safety and supporting team health. Managers work with the team success partners.
While managers understand empathy, they are unsure how to use it as a managers tool.
How to build empathy:
Three trends challenge the traditional definitions of the manager role:
Gartner analysis shows that 46% of the workforce is projected to be working hybrid in the near future for midsize companies. Employees will have more choices about where, when, and how much they work.
In the past, managers used to be selected and promoted if they were able to manage and evaluate the performance of employees. Now managers are increasingly hired based on their ability to be great coaches and teachers.
Managers are overburdened by the demands of the changing work environment. Actions that focus on empathy is time-consuming.
In recognising the pressure on managers to maintain team connectedness in a remote environment, leaders should rebalance their managers' workload. Managers should prioritise their workload to focus on fewer, higher-impact relationships with individuals and teams.
Navigating through the Covid-19 pandemic in March 2020 caused organisations to work remotely and find ways to cut spending. However, companies significantly increased their spending on digital technologies for employees.
Over 50% of midsized companies increased their spending in this area, and 69% plan to increase their digital tools in 2022. Yet, many of these investments will not generate substantial business impact because they lack a sustained and successful focus on improving digital dexterity.
During the pandemic, the top two reasons employees cited for leaving (or considering leaving) were that they didn’t feel their work was valued by the organization (54%) or that they lacked a sense of belonging at work (51%).
Most companies embracing remote work also have dedicated headquarters. But remote-ish teams have even more communication and collaboration challenges than fully remote teams.
For example, in hybrid teams, remote employees are often left in the dark. Office workers are often heard, recognized, and promoted, while remote workers are forgotten.
❤️ Brainstash Inc.