People want to know if they've done a good job, and it's up to managers to ensure a healthy work-life balance. There is a need to understand how managers can motivate employees while also finding satisfaction in their position, sometimes leaving behind their previous routines and habits from another role. When managers feel safe and motivated, they can increase engagement and alignment between each employee and between teams. Whether they're considering ways to describe a new project or giving feedback in one-on-one meetings, managers should know that, as Brené Brown says, “the clear is kind.” Employees must be aware of what is expected of them and have a path to success.
Personal and organizational goals should be emphasized and evaluated comprehensively for long-term employee motivation. A Gallup survey revealed that employees who believe that their work has a purpose are more engaged, and engaged employees stay in companies longer, are more productive and, as a result, companies are 21% more profitable. In a study that looked at employee motivation for 40 years, the second most important driver of motivation (just behind a living wage) was appreciation. Because everyone's career path and responsibilities are different, many companies and managers feel stuck or confused when it comes to starting a program or system to recognize employees.
They understand the need and purpose of being consistent, but some obstacles stand in their way. In another recent study we conducted, only 19% of managers recognize their team on a daily basis. New styles of work autonomy and the management of high-performance teams provide managers with unique opportunities to connect with their employees. Laura is the director of content marketing at Bonusly and is passionate about employee engagement and discovering creative, data-based ways to generate impact. If a team member goes off track or isn't sure how to do their job, managers should be the first to intervene. Managers who identify and support the personal motivations of their employees will differentiate themselves in a competitive labor market.
As the Great Resignation continues to redefine labor standards, employees are demanding more autonomy and flexibility from their managers and leadership teams. The PMQ teaches managers how to lead effectively, giving human resources more time to meet the demands of the workplace. Company managers and leaders who align high-level and team objectives with the daily work activities of each employee will achieve a higher level of commitment and productivity. It may be more tempting to take over now, as remote working requires more patience, but showing restrictions presents a healthy collaboration style between managers and team members. Organizations play an essential role in providing the tools and training to help managers acquire the social skills that are so needed in difficult economic times.
