In the midst of the great resignation, employees have their pick of the litter when it comes to where and how they want to work. Given that 57% of people leave their job because they don't like their boss and the significant costs related to employee turnover, organizations are under increased pressure to think strategically about how managerial performance impacts not only engagement, but the bottom line.
Are the managers we have in place today capable of performing under this pressure? If not, how do we hold them accountable? If we’re asking managers to do more, we’ve got to give future and current managers the tools they need to be more than just a manager.
To start, it’s important to recognize that the manager profile, as we once knew it to be, responsible for overseeing task management, isn’t going to cut it in the new work environment. To combat the impact of the great resignation, today’s organizations need leaders who are the total package: a manager, coach and leader. I call this a trifecta leader. Managers vs Coaches vs Leaders: What's the Difference?
If you're looking to drive productivity, retention and engagement across your organization, you'll need to identify coaches, managers and leaders to oversee teams. It’s rare that one individual is the trifecta – a coach, manager, and leader. But that doesn’t mean they can’t get there. You can take deliberate action to ensure that you are honing the skill sets they need to become the trifecta. To start, you’ve got to understand their current profile. So, what’s the difference?