The secret to building happy, high-performance teams

As the popular saying goes: people don’t quit bad jobs, they quit bad managers.

While such “conventional wisdom” is overly simplistic, it nevertheless touches upon a truth worthy of closer inspection. Totaljobs reports that half of UK workers have quit a job due to a poor relationship with a boss. And it doesn’t stop there:

• Fewer than 1 in 5 workers feel that they can trust their boss.
• 4 in 10 managers report that they have not had any management training.
• 34% of employees would avoid their manager outside work, and 59% never socialise with their manager.

The vast majority of us have – in all likelihood – either had similar experiences ourselves, or have sat and listened to anecdotes from family members and friends who feel unfairly treated or badly managed at work.

For those of us with people management responsibilities, focusing on how to develop as effective leaders – whose employees feel supported, capable and valued – should be a priority. With so many managers clearly missing the mark, or trying their best without adequate training, it might seem complicated. However, getting to grips with the basics might be easier than you think.

How to develop management skills

Of course, many great managers and leaders have honed their leadership styles over years of people management, drawing on hard-won experience and expertise – often acquired during steep learning curves. However, there are plenty of newer line managers out there doing an equally effective job.

In today’s business environment, the importance of hiring or developing team leaders with the requisite soft skills to boost employee engagement, wellbeing, cohesion and productivity is well recognised. The value in offering a positive, nurturing employee experience understood. For many companies, it’s a need that has become increasingly apparent during the pandemic; a combination of remote working, increased stress, and impact on work-life balance have meant teams need effective managers more than ever.

In many organisations, in-house human resource management programmes are available for line managers wishing to upskill. Courses offered by organisations such as CIPD, a well-known professional body for HR and people development, are a fantastic way to develop people management strategies and understanding. Outside of professional courses, a huge range of self-study management materials is available – from podcasts and webinars, to books and blogs.

Once you have the theoretical understanding and skills, the only way to develop your own management style is to put your learning into real-life practice.

What skills should a manager possess?

The individual skill set of one manager will vary greatly from another – even when working in the same organisation, at the same level, doing the same job. However, there are some universal competencies that give good managers a strong basis from which to evolve their individual management style.

Poor communication is often a root cause of issues within teams. Communication skills are an essential pillar for driving success within a team and, arguably, the most critical for a manager to possess. These include active listening, mentoring, handling conflict and diffusing situations, motivating, rapport-building, giving feedback, speaking with clarity and purpose, being adaptable and assertive, demonstrating understanding and empathy, and much more.

In terms of technical skills, a well-rounded manager will benefit from core competencies in project management, organisation, forward-planning and strategic thinking, problem solving and decision making.

What are good management practices?

It’s all very well having a highly developed skill set to draw on, but much of the nuance of management is knowing how and when to put tools into practice. Indeed share some practical methods for effective people management:

• Be aware of strengths and weaknesses – conversation and observation are key to identifying any strengths and weaknesses within a team. Any learnings can be used to better distribute tasks, create teams with high productivity and low conflict, and assign responsibilities.
• Tailor management to individual learning styles – the best managers adjust their teaching style to suit the needs of individual employees. Would verbal instructions suffice or a written brief? Who is likely to need extra time and training to perform well and who needs a hands-off approach?
• Listen to and connect with employees – create an environment where team members feel able to share ideas, concerns and questions. Feedback is a two-way process; failing to take note of both positive and negative feedback can inhibit a manager’s decision-making capabilities. As well as providing business benefits, employees will feel more valued and confident.
• Anticipate growth and professional development needs – most team members will eventually outgrow their role and be ready to take on new challenges – whether in the same organisation or elsewhere. Identifying an individual’s skills, interests and aspirations – and putting support in place to help them develop accordingly – helps staff feel valued, can retain high-quality employees as they transition between roles, and creates a nurturing work setting.
• Show appreciation and recognise achievements – from verbal recognition to bonuses and other rewards, team members grow in confidence and enthusiasm when hard work is recognised and appreciated. Appreciation works best when shown promptly and tailored to the employee.
• Pursue and share knowledge – Trust increases when a manager is deemed informative, knowledgeable and willing to share expertise and lead a successful team.
• Provide team members with the necessary skills, knowledge and support – without the appropriate tools to complete their job to a high standard, staff members – from new employees to seasoned team members – can become unmotivated and demoralised. Provide training in relevant areas, including skills and knowledge for roles they may progress to in future.
• Know how and when to delegate responsibilities – which tasks need a manager’s specific attention and which can be handled by someone else? Effective delegation is critical as a line manager; it also helps employees feel more trusted and confident, and creates space to focus on responsibilities that cannot be completed by other team members.
• Create a consistent culture – culture is integral to the dynamics and atmosphere of the team and the workplace, and can have a significant impact on manager-employee interactions. Only you will know what team culture works best for your workplace: informal; strategic; one that prioritises open communication; rigid and target-driven?

Advance your people management skills for workplace success

Embrace the business benefits of great workforce management: increased employee retention and satisfaction; the ability to recruit and retain the best talent; positive employer brand reputation; improved performance management; and more.

The University of Lincoln’s 100% online MSc Management programme has been designed to meet the needs of employers and set you apart in business and management roles. Your studies will include organisational psychology, leadership, project management, entrepreneurship, strategy and planning, and managerial decision-making. 

By studying this degree, you could develop the people management skills and business acumen needed to succeed in fast-paced, modern work environments, as you will be supported by innovative learning activities and expert guidance.