Did you know 70% of the variance in team engagement can be attributed solely to managerial influence?
Research has shown that managers play an important role in fostering employee engagement and empowering their teams to do their best work. As much as 70% of the variance in team engagement can be attributed solely to managerial influence, according to Gallup.
This is important because there is ample evidence that employee satisfaction and engagement are not merely incidental but integral to meaningful business outcomes. Higher levels of employee engagement correlate with a 17% increase in productivity, 21% greater profitability, 41% reduction in absenteeism, and a 24% decrease in turnover rates, particularly in high-turnover organisations, according to Gallup. A 2002 study, alongside subsequent research, affirms this correlation, emphasising its importance across diverse organisations.
This means that by recognizing and fostering employee engagement, companies can achieve tangible improvements in productivity, profitability, and overall performance. And managers are at the centre of this.Through effective leadership, guidance, and the establishment of clear standards, managers not only bolster employee morale but actively inspire and motivate team members, instilling confidence in the company's vision and mission.
However, even the best managers sometimes need a refresh! This playbook is a step-by-step guide on how new or senior managers can empower their teams to do their best work ever.
One of our favourite quotes on managers is this:
“There is one quality that sets truly great managers apart from the rest: They discover what is unique about each person and then capitalise on it. Average managers play checkers, while great managers play chess.”
Indeed, the best managers aren’t just those who efficiently organise, delegate, and supervise work; they are those who take the time and effort to identify the unique strengths of each team member and consider ways to leverage these insights to maximise both individual and team performance.
But understanding team strengths is just half the job. Managers must also encourage team members to understand their own strengths, as well as those of their peers. This knowledge is crucial for effective teamwork and for collectively planning and strategizing to leverage all the strengths within the team to achieve organisational goals.
Gallup research has found that simply learning about their strengths can increase employee productivity by 7.8%, while teams that focus on strengths daily experience a 12.5% boost in productivity. Additionally, 60% of employees consider the ability to utilise their strengths in a role 'very important' with employees using what they know best 6x as likely to be engaged in their jobs and 6x as likely to strongly agree that they have the opportunity to do what they do best every day. Additionally, they are 3x as likely to report they have an excellent quality of life.
So, here’s what managers can do to help team members recognise and build on their strengths. These range from easy to complicated, from free to paid:
Teams perform best when their members agree on rules related to goals, roles, and norms, according to research by management consultant Mario Moussa. As a manager striving to empower your team, it's therefore crucial to initiate discussions to define specific goals, clarify roles, and set norms.
Begin by addressing questions such as what are the team’s overarching goals, desired outcomes, task assignments, collaboration methods, and communication channels. Define the goals, providing context on their importance and discuss potential challenges. While doing so, ensure you refrain from dictating the specific methods to achieve it. Team members should have autonomy to determine the methods they use to achieve these goals.
Clarity is paramount. Roles should be well-defined and allotted on the basis of the strengths and interests of team members. Quality standards must be clearly outlined and upheld collectively. Engaging the team in defining and maintaining these standards cultivates a shared commitment to excellence.
Moreover, a consensus on the concept of teamwork is essential. Ensure that everyone understands the concept and its implications, and clarify any expectations or dispel misconceptions. This will ensure a cohesive environment where everyone operates on the same page, driving collective success.
It is not enough to set these parameters and forget about it. Over time, teams drift away from the stated goals, roles, and norms, which is when Moussa recommends a reset or closing the gap between intention and action. High-performing teams do this better than others, according to him.
To nurture a culture of empowerment within teams, fostering open communication and collaboration is important. Managers play a key role in this process by exemplifying these behaviours through their own actions. They should prioritise approachability, transparency, and receptiveness to feedback, setting a positive example for their team members.
Consistently sharing information and insights with your team – whether project updates or shifts in direction – provides context and rationale and helps team members grasp the bigger picture, instilling trust in leadership decisions.
Embracing communication tools is important, particularly for remote or distributed teams, to ensure seamless collaboration and keep everyone connected.
Performance-related conversations play a vital role in team development too. From discussions about roles and responsibilities to casual check-ins, these interactions foster clarity, support, and engagement within the team. By prioritising these conversations, managers can cultivate an environment where team members feel valued, supported, and empowered to do their best work.
Here are some effective conversations you can have with your team members:
Checks-ins are important because research has shown that when employees strongly agree that their manager knows what projects they are working on, they are almost seven times more likely to be engaged than actively disengaged. But if employees strongly disagree with that statement, indicating their bosses aren’t showing interest in them or their work, they are 15 times more likely to be actively disengaged than engaged. Similarly, employees who work for a manager who helps them set performance goals are 17 times more likely to be engaged than disengaged while employees who strongly disagree that their manager helps them set performance goals are almost seven times more likely to be disengaged than engaged.
In the example below, a manager provides Sasha with feedback on their presentation skills, highlighting both strengths and areas for improvement. They would then discuss a plan for coaching and skill development, demonstrating a commitment to Sasha’s professional growth.
EXAMPLE:
Manager: "Hi, Sasha. I wanted to talk about your recent project presentation. Overall, I thought you did a great job outlining the key points and engaging the audience. Your communication skills are definitely a strength."
Sasha: "Thank you, I appreciate the feedback."
Manager: "Of course. I also noticed that you seemed a bit hesitant when responding to some of the questions from the audience. I think it would be beneficial for us to work on building your confidence in those situations. What do you think?"
Sasha: "I agree. I sometimes struggle with thinking on my feet in those moments."
Manager: "That's completely normal, and it's something we can work on together. How about we schedule some time for a practice session before your next presentation? We can simulate a Q&A session and work on strategies to help you feel more comfortable and prepared."
Sasha: "That sounds like a good idea. I appreciate your support."
Manager: "Great. Let's plan to meet next week to start practising. In the meantime, feel free to reach out if you have any questions or concerns. I'm here to help.
Helping team members succeed and develop professionally requires providing targeted resources, tools, training programs, and dedicated support to equip them with the necessary knowledge and skills to navigate challenges and perform at their best. These can include:
In 2012, Google launched “Project Aristotle,” a two-year study to uncover the essence of perfect teams, inspired by the philosophy that "The whole is greater than the sum of its parts." Over 200 interviews and analysis of 250 attributes across 180 teams revealed a key finding: teamwork matters more than team composition.
The study identified five key dynamics common among successful teams: psychological safety, dependability, structure & clarity, meaning, and impact of work. Among these, psychological safety was the most important.
Psychological safety, the foundation for empowerment, enables team members to freely express themselves, take risks, and innovate without fear. This culture of trust and autonomy fosters collaboration, seamless communication, and dedicated pursuit of goals.
This means that merely assigning tasks and decision-making to team members isn't enough; organisational culture must embody trust and autonomy to empower every member to realise their potential. Establishing this culture is the crucial sixth step, as it forms the bedrock for empowerment and team success.
Compared with people at low-trust companies, those at high-trust companies report significant benefits: 74% less stress, 106% more energy at work, 50% higher productivity, 13% fewer sick days, 76% more engagement, 29% more satisfaction with their lives, and 40% less burnout. These are the results of research conducted by American neuroeconomist Paul J Zak, who has utilised his findings to develop a framework for creating a culture of trust and fostering a happier, more loyal, and more productive workforce.
Similarly, promoting autonomy benefits all team members by granting them the freedom to make decisions and take ownership of their work, fostering a sense of responsibility and accountability. This ethos lies at the core of empowered teams, leading to heightened productivity and job satisfaction.
Below is a summary of Paul J Zak’s research findings on trust-building mechanisms within organisations. For more details, read this fascinating HBR report: The Neuroscience of Trust
The eight management research-backed behaviours that foster trust, according to Zak, are:
By delegating authority and granting autonomy, managers demonstrate trust in their team members' capabilities, enabling them to do their best work.
But letting go of control isn't easy for many managers, as decision-making often symbolises power and status, which many believe defines 'managers.' Holding onto all authority, however, can lead to workplace inefficiency and frustration among team members who feel under-empowered. In contrast, empowering team members to make decisions fosters a culture of ownership, accountability, and innovation.
Managers can begin by delegating low-risk decisions gradually to capable individuals. Having a solid understanding of each team member’s skills and strengths is very useful in this process. The ultimate aim is to empower team members to leverage their expertise for the project or organisation’s benefit.
As you prepare to delegate more responsibility to team members, here are a few helpful guidelines:
Create learning opportunities: Create learning opportunities by being available to answer questions, provide insights, and offer mentorship as needed. Encourage team members to consider input from all stakeholders, analyse it carefully before making decisions, and make it a habit to reflect on successes, failures, and areas for improvement. This promotes a culture of learning and growth within the team. Additionally, managers can facilitate workshops, training sessions, or mentorship programs focused on decision-making skills, problem-solving techniques, and critical thinking.
In conclusion, managers wield a profound influence on team dynamics by fostering employee engagement, which directly correlates with productivity, profitability, and other key business metrics that have an impact on organisational success.
By empowering teams through effective leadership, guidance, the establishment of clear standards, and serving as exemplars of organisational values, managers boost morale and create an environment where team members thrive, collaborate seamlessly, and contribute meaningfully to organisational goals.
By following the outlined steps in the playbook above – recognizing strengths, setting clear goals and norms, fostering open communication, providing resources and support, building a culture of trust and autonomy, and delegating effectively, managers can empower their teams to achieve their best work yet.
