Although a lot has been written about the stresses and challenges of leaders in today’s pandemic world, little has been reported about the recipients of their stress, their managers, and direct reports. Yet, the success of these managers and the companies they work for depends on everyone’s performance and well-being.
A study earlier this year by performance management software company 15Five reported that 65% of managers polled said they were having more difficulty performing their jobs during the pandemic. 70% said they had five or more direct reports, of which 53% independently said they were experiencing the same. 76% in senior management agreed.
The study also revealed a divide between the value of the support managers believe they’re delivering and what their direct reports feel they’re receiving. 84% of managers said they felt they were providing support to their direct reports, while only 69% of recipients felt they were adequately supported.
The results were even wider among managers who hold one-on-one meetings with their direct reports. 74% of managers felt these were very or extremely helpful while less than half (47%) of employees agreed. This divide indicates serious issues between managers and direct reports, but it can have a major effect on the company.
Another major find is that managers felt they didn’t have the right tools to do their job. More than half (52%) said they wanted to develop better interpersonal skills to communicate better. 44% responded that they needed more guidance in people management and coaching. Here are some solutions.
Providing managers with interpersonal training to do a better job and improve their communication skills will be a big help. The cost to do this should be budgeted for, but depending on demand and schedules, it could still be a while before it can be delivered. Until then and even afterward, another partial solution already exists.
That solution is one-on-one meetings between the manager and direct reports. At companies where this is already employed at least once a week, 82% of direct reports felt they’re receiving the support they need from managers. 62% of direct reports who met less frequently reported the same satisfaction.
Another 78% said they received feedback at the weekly meetings that improved their performance, while the same number said they were provided opportunities to do challenging work and received help to develop and grow. Those numbers dropped to 58% in both categories for direct reports who met less frequently with their managers. Consider these tips.
Managers who meet one-on-one with their direct reports can be most successful by preparing for each meeting by reviewing previous notes and considering each person’s commitment, strengths, and motivation. Creating positive energy should be the desired outcome, and managers can aim in that direction by acknowledging meaningful progress and recognizing other strengths and abilities.
Ever present and consistent at each meeting should be the following queries of each direct report – how they are, what’s going well, what’s been learned since the last meeting, and whether there’s anything else. Inquiring about direct reports expresses care and concern for the individual as a person. What’s going well may be an opportunity to celebrate success and foster more encouragement. The learned part is an opportunity for the manager to also update matters and talk about areas needing improvement. And anything else invites and encourages expressing any other concerns, ideas, etc., in a safe environment.