Achieving org success through manager effectiveness
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The 2020 workplace report by 15five, based on a survey of 750 U.S. managers and contributors, highlights the struggles managers face due to the pandemic, primarily citing a disconnect between their perceptions and the support felt by their direct reports. The study emphasizes that frequent one-on-one meetings can significantly enhance manager effectiveness and team productivity, as they foster engagement and address individual employee needs. To effectively support their teams, managers need the right tools and practices, which can be nurtured through training in essential soft skills.
Achieving org success through manager effectiveness
- 1. PA G E 1 15Five’s 2020 Workplace Report Achieving Organizational Success Through Effective Managers A 1 5 F I V E D ATA S T U D Y
- 2. PA G E 2 Executive summary In our 2020 Workplace Report, we surveyed 750 full-time U.S. managers and 750 U.S. independent contributors to understand how people are feeling at work during this time of uncertainty. We found three main issues: managers believe they are much better at managing than direct reports do, they don’t have the right tools and habits to do their job effectively, and these issues negatively impact organizations. While there is no quick fix, each of these issues can be addressed with one solution: frequent one-on-one meetings. When managers conduct regular and ongoing meetings with direct reports, they not only increase their own effectiveness as managers but the effectiveness of their teams and company overall. Managers have always had a tough job, but the events of this year have made managing even harder. While most managers are doing the best they can, many are struggling, and direct reports are feeling the direct effects. Leaders must take a hard look at how their managers are really doing and provide the necessary tools and guidance to help them better support their reports or risk larger organizational problems.
- 3. PA G E 3 Table of Contents Managers today are struggling Direct reports are feeling the impact What organizations need now Top skills of an effective manager The road to manager effectiveness begins with one-on-ones Meetings that inspire engagement and performance Expert tips to master one-on-ones A research-backed approach to one-on-ones 4 5 6 6 7 9 10 11
- 4. PA G E 4 76% Managers today are struggling Managers today aren’t just dealing with their own issues, they’re also coaching employees through theirs. With this added responsibility, managers are feeling less prepared and more challenged than ever before. Compared to 53% of independent contributors, 65% of managers say they’re finding it more difficult than usual to perform their job effectively during the pandemic, and this feeling increases to 76% with senior-level management. Managers reported two primary issues: 1. The stress of the pandemic has made work more challenging. Most people are balancing more than ever before—both at work and at home. Managers have the daunting task of tending to their people’s emotional needs just as much as their work needs, and they don’t have the right practices in place to do it properly. 2. They’re spread too thin. The majority of managers have five or more direct reports, making it more difficult to provide the psychological and job-related support employees need. People reported having more difficulty performing their jobs during the pandemic of managers report having five or more direct reports. Independent Contributors Managers Senior-level Management 53% 65% 70%
- 5. PA G E 5 Direct reports are feeling the impact The increased number of stressors is impacting everyone, but managers have an extra layer of responsibility and strain. As managers struggle in their roles, their reports are feeling the effects. The disconnect between managers and employees can be traced back to ineffective meetings. Overall, managers think their meetings, no matter the type, are more productive than independent contributors do. About 84% of managers believe they’re giving independent contributors the support they need right now, yet only 69% of independent contributors feel adequately supported by their managers. The majority of managers (74%) find their one-on-ones to be helpful, but less than 50% of independent contributors report the same. The support gap between independent contributors and managers Clearly there is a divide between managers and employees. This causes issues in the manager- employee relationship, but it also has an impact on the organization as a whole. “I’m giving/getting the support I need during the pandemic” “I feel my one-on-ones are very or extremely helpful” 84% 74% 69% 47% Manager Manager Independent contributor Independent contributor
- 6. Many managers (44%) report that they’d like more people management or coaching guidance, and over half (52%) express a desire to develop better interpersonal skills to help communicate and work. Those skills sometimes referred to as “soft,” are becoming the power skills that managers must master. Emotional intelligence, empathy, listening, coaching, and tactfulness are some of the skills that leaders must support their managers in learning. Soft skills don’t refer to how a person works, but how they collaborate with others. Using these so-called soft skills along with the strategic day-to-day practices creates a powerful structure and an effective method of management. When managers are trained with these skills, they can better support their reports and create and environment where their employees feel safe to speak up, are more willing to take calculated risks, and grow and develop beyond their role. Many managers instinctively know what they need to do their job better, and it’s not necessarily tactical skills. PA G E 6 What organizations need now Top skills of an effective manager An effective manager is one who takes a human-centric coaching approach to managing rather than simply focusing on pushing business needs forward. Effective managers don’t just motivate their direct reports to perform, they increase the capability of their teams by helping individuals hone and leverage their unique strengths, create consistent feedback loops, and challenge their reports to reach their full potential. Effective managers positively impact the areas that drive organizational success, including employee engagement, growth and development, productivity, and attrition. To be effective, however, managers need the right tools, structure, and practices. David Hassell, CEO and co-founder of 15Five Shane Metcalf, Chief Culture Officer and co-founder of 15Five Managers are the lynchpin of any organization’s success.” Today, there’s a significant gap between what leaders believe motivates their people and what people actually need to stay motivated.” “ “
- 7. The road to manager effectiveness begins with one-on-ones Most managers (74%) find regular one-on-ones very or extremely helpful in supporting their direct reports, but for direct reports to feel the positive impact, one-on-ones must be held frequently and consistently. In fact, 82% of independent contributors with at least weekly one-on-ones say they’re getting the support they need during the pandemic from their managers, compared to 66% of independent contributors with less frequent one-on-ones. David Hassell, CEO and co-founder of 15Five One-on-ones are an essential management practice, especially with remote or dispersed teams.” 82% of independent contributors with at least weekly one-on-ones say they’re getting the support they need during the pandemic from their managers Support with at least weekly one-on-ones Support with less frequent one-on-ones 62% of independent contributors with less frequent one-on-ones say they’re getting the support they need during the pandemic from their managers. 82% 62% “
- 8. PA G E 8 My manager gives me feedback that helps improve my performance My manager provides opportunities to do work that is challenging and helps me grow and develop Compared to independent contributors who have less frequent conversations with their managers, employees with at least weekly one-on-ones: - Express more trust in senior leaders at their organization (71% independent contributors with at least weekly one-on-ones vs. 49% independent contributors with less frequent one-on-ones) - Feel more comfortable bringing up problems and tough issues with their managers (83% independent contributors with at least weekly one-on-ones vs. 72% independent contributors with less frequent one-on-ones) - Are more frequently motivated to go above and beyond their role (73% independent contributors with at least weekly one-on-ones vs. 64% independent contributors with less frequent one-on-ones) - Are more inspired by the work they do (72% independent contributors with at least weekly one- on-ones vs. 55% independent contributors with less frequent one-on-ones) - Better understand their contributions and how they help drive the company’s overall goals (85% independent contributors with at least weekly one- on-ones vs. 76% independent contributors with less frequent one-on-ones) Quality one-on-ones give managers and employees uninterrupted time together. Whether in person or via video chat, these meetings help build trust, drive accountability, support development, and resolve issues as they arise. When done weekly, the benefits are huge. One-on-ones: the antidote to micromanagement Regular one-on-one meetings help employees feel seen, heard, and valued. Contrary to feeling micromanaged, we found that independent contributors with at least weekly one-on-ones are more likely to feel like their manager trusts them to do their job well. Staying up to date with an employee’s workload through weekly meetings helps managers understand how their employees are handling their work and where they need more support and guidance. Workers with at least weekly 1-on-1s with monthly or less frequent one-on-ones as opposed to weekly one-on-ones Frequent one-on-ones also reduce turnover. more likely to say they are currently looking for a new job Workers with at least weekly 1-on-1s Workers with less than weekly 1-on-1s Workers with less than weekly 1-on-1s 78% 78% 58% 58% 1.4x
- 9. PA G E 9 Meetings that inspire engagement and performance One-on-one meetings are a time for managers to learn important information about their employees, including their primary goals, challenges, and unique strengths. With this information, managers are better equipped to offer useful feedback, show recognition, and gauge the type of support their employees require. Compared to independent contributors who meet with their manager less than once a week, 74% of those who maintain at least a weekly cadence feel their manager provides opportunities to do challenging work that helps them grow and develop, and 78% feel managers give them feedback that helps improve their performance. When employees are inspired by their work, they naturally strive to go above and beyond. About 70% of individual contributors who have frequent and ongoing one-on-ones feel they can often explore new skills, projects, and ways of working, and feel satisfied by the growth and development opportunities their organization provides. Engaging employees during times of difficulty requires regular and consistent human connection. As most work today is remote or distributed, it’s easier for employees to feel like the element of true connection is missing. One-on-ones are an important practice that managers should implement; however, to benefit teams and organizations, managers need an efficient structure and process. 74% of independent contributors who maintain at least a weekly candence feel their manager provides opportunities to do challenging work that helps them grow and develop. 67% feel they can explore new skills, projects, and ways of working. 78% feel their managers give them feedback that helps improve their performance. 74% 67% 78%
- 10. PA G E 1 0 Conducting one-on-ones may seem easy, but just like any valuable skill, they take time to master. 15Five instills day-to- day practices that deliver transparency, accountability, and high-quality feedback. Below, Director of 15Five’s Best-Self Academy, Jeff Smith, shares his advice for conducting more quality one-on-ones. 1 | Amabile, T., & Kramer, S. (2011). The progress principle: Using small wins to ignite joy, engagement, and creativity at work. Boston, MA: Harvard Business Review Press. 2 | Amabile, T.M. & Kramer, S.J. (2007) Inner Work Life: Understanding the subtext of business performance. Harvard Business Review, 85(5), 72-83, 144. Expert tips to master one-on-ones A step further: Ask employees these four questions each week 1. “How are you… really?” Make time to demonstrate that you care about the person by genuinely asking how they’re feeling. Notice and take notes on the individual’s whole life, not just their work life. 2. “What’s going well?” Make time to celebrate every win—big or small. Don’t forget to show your excitement and build them up with encouragement. 3. “What have you learned?” Talk about what’s going well and what can be improved. Ensure that your people are prioritizing their growth as well as their goals. 4. “Anything else?” Allow them to share missed opportunities, failures, mistakes, obstacles, and more. This question helps deepen relationships and can create more valuable coaching moments. By mastering the art of one-on ones, managers can guide their employees’ growth beyond what’s expected of them at work and help them navigate the added stressors people are facing today. 1. Prepare beforehand. Periodically review notes from past meetings. Consider the employee’s commitments, strengths, motivations, and preferences. What are they working on personally and professionally? 2. Be fully present. It’s obvious when you’re not, and people tend to be more present when you’re present. If you’re checking email or your instant message, that becomes more important than the person you’re talking to. If you need a few minutes to finish another conversation, apologize, ask for the time, and then fully commit to the conversation as soon as you can. 3. Create positive energy. Effective managers often express that they value their people and their contributions. Acknowledge meaningful progress on your employees’ work1 , and encourage them by recognizing their strengths and capabilities2 .
- 11. PA G E 1 1 A research-backed approach to one-on-ones With 15Five, managers are given the tools and day-to-day practices to increase the quality of relationships with employees. Leaders can also help their managers become more effective coaches through our Best-Self Academy educational courses and Transformational Services workshops. 15Five 1-on-1s This research-backed feature not only gives managers a trusted structure to conduct more meaningful 1-on-1s, but it also gives leaders visibility into the conversations happening between managers and employees every week—all in a single solution. Best-Self Academy Our free flagship certification for leaders and managers includes over twenty video lessons to improve communication and feedback, and guide practices, like reviews, 1-on-1s, and objectives. Transformational Services Our Manager Accelerator workshop involves a series of face-to-face trainings with a team of experts to teach new or experienced people leaders about the skills needed to conduct effective 1-on-1s, offer meaningful feedback, and coach successful teams. Using the holistic 15Five solution, managers will learn how to create a healthy routine of communication with employees that facilitates transparency and builds a foundation of trust and honesty. These benefits will not only help increase their effectiveness as managers but will help elevate the effectiveness of the entire organization. Interested in learning more about 15Five? 15Five is a leading people and performance platform that instantly upgrades every manager. Combining employee engagement, continuous performance management, and manager effectiveness software with education, services, and community, 15Five provides a holistic solution to create highly engaged and high- performing organizations. With features that include the Check-In, Objectives (OKR) tracking, recognition, 1-on-1s, the Best-Self Review®, and engagement surveys, our evidence-based solution deepens the connection between employees, managers, and peers by empowering transparency, meaningful conversations, and effective feedback. Over 2,200 forward-thinking companies use 15Five to bring out the best in their people, including Capital One, Credit Karma, WPEngine, and HubSpot. Learn more about 15Five at www.15Five.com. Shane Metcalf, Chief Culture Officer and co- founder of 15Five 15Five’s holistic solution instills the day-to-day habits that ultimately create highly-engaged and high-performing organizations.” “ Try our 1-on-1 feature for free