Only 23% of people are actively involved in their jobs, and 41% experience stress at work. Is it any wonder that the world faces a mental crisis when we’re all unhappy?
In response to this chronic dissatisfaction at work, organizations have implemented a variety of initiatives in order to increase staff engagement and happiness – from ping pong tables to fruit free days, to flexible working hours, to well-being apps, to yoga classes in the park. But does it work?
A recent study from the University of Oxford has found that these initiatives failed to achieve the desired impact on employee well-being. The current initiatives only seem to address the symptoms and not the root causes. To make a real difference in employee satisfaction and wellbeing, HR leaders must address the root causes of our disengagement crisis. They must turn to their managers for this.
UKG found that managers can have the same impact on mental health of staff as their partners (both 69%). Management practices are therefore a major factor in employee wellbeing. It may not surprise the 50% of employees who quit their job to get away from a toxic manager. HR and L&D are slow to respond to the demands of managers who face increasing pressure and provide them with modern engagement skills to help them cope.
Could a recent government study conducted by the London School of Economics prove that a new approach in line management can help create happier and more engaged workplaces.
Operational coaching(r): a new approach in line management
When we advance in our management career, we are unlikely to change our minds about the fact that we were promoted because of our ability to solve issues, keep things moving, be the adult when the going gets tough, and provide direction for progress. Every time we step in and solve problems for others, or direct them, we marginalise team members.
This death-by-a-thousand-cuts is a major contributor to declining employee engagement levels. Employees are demotivated and feel unworthy. They constantly seek approval. What if this could be reversed? What if our mental model of the purpose and intention of management was rewired?
Many have lauded the benefits of coaching at work, but every coaching skills workshop aims to teach managers who are already overburdened to be coaches themselves and to conduct coaching sessions with teams. Even though it can be uncomfortable to try and formally coach someone for whom you have your own agenda, the work doesn’t consist of a series 1:1 sessions. There is little evidence that large-scale programmes to improve coaching skills have a lasting impact. Even fewer managers are using what they’ve been taught.
Why? What’s the matter?
In order to develop an Operational Coach(r) management style that integrates coaching into everyday work, managers should be taught to adopt behaviours related to coaching rather than .
Operational coaching(r), a 4-step management system called STAR(r), helps managers:
STOP if approached by a member of your team. By creating triggers to get managers to stop, they learn to resist the natural urge to start problem-solving and instead, bring them into the present moment. This allows managers to stop and listen to what is being said by the person in front of them.
THINK: What does this person need right now from me? Managers become more aware of their surroundings as they develop situational awareness. They begin to realise that not everyone needs them to help solve their problems. They may need some encouragement, validation, or support to take a decision they are confident is the right choice. Or they might just want to think through the possible consequences. It’s not necessary for the manager to save the day and rob them of an opportunity to learn. The ability to understand what someone else might need can be a great opportunity for…
ASK, and actively listen. When managers learn how to apply an Operational Coach(r) method, they develop a new skill called purposeful inquiry. They stop asking questions just to get information and start solving the problem, instead, they ask questions only to stimulate the other person’ssolutionising abilities. This is a superpower of management and leadership. It’s also one that is largely untapped because no one has ever been taught to use purposeful inquiry . This is a natural extension to actively listening, and it requires managers let go of their idea that they have all the answers.
Asking employees thoughtful questions can improve their happiness and fulfillment. Think-provoking questions such as ‘What could be changed?’, What would the ideal outcome be?’ or “What might your colleague have to say about this situation?” show that the manager is actively listening, and helps build a bond between team members. This shows that they are valued for their thoughts and contributions and gives them more autonomy in their role. Asking questions and listening actively is the key to establishing a strong relationship.
RESULT A clear and actionable result from the conversation. Assisting them to determine a action that they could take will ensure that they remain accountable for resolving an issue. Gaining commitment from the other person and following up once they have taken the action highlights that you, as their manager are supporting their development and recognizing their capability. This is also a great opportunity to give positivefeedback to employees, which can reinforce positive behaviors, build confidence, and motivate them.
It is important to be sincere and specific when giving positive feedback. Focus on the behaviour or action itself, rather than the person. It is important to acknowledge simple things, such as “I liked how you presented the complicated topic in a succinct manner – this helped us make a positive decision, thank you”.
Celebrate success to build trust
Employees are looking for their manager to be confident in their abilities and excited about what they do. By integrating Operational Coach(r) into management, managers can bring coaching to the forefront of their work. This is vital if they want to increase employee engagement.
The foundation for trust in an organisation is built on a coaching mentality and a deliberate search for opportunities to bring out the best talents of others. This management mindset is a must for all managers and leaders. The organisational culture will change when this happens.
Laura Ashley-Timms is the COO and CEO of Notion, a performance consulting firm. Dominic Ashley-Timms is also the CEO. They are co-creators and multi-award winning STAR(r), Manager online development program, which teaches managers in over 40 countries to adopt Operational Coach(r) management style. They are co-authors for the new management bestseller, The Answer is a question–The missing superpower that will transform your impact as a manager and leader.
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