The end of “command and control”

Rachel Morris at Motion Learning argues that shifting employee expectations demand new skills from line managers

In the evolving landscape of workplace dynamics, employees’ expectations of their managers have undergone a significant transformation. Today, line managers who strive to extract the best performance from their teams must adapt and develop new skills to meet these changing demands.

Historically, many line managers followed a directive approach. This can be defined as  the classic "command and control" style of problem solving, allocating and in some ways telling people what to do and how to do it. 

There’s also a big generational shift here. The Deloitte Global 2023 Gen Z and Millennial Survey is worth reading and using as reference. The younger generations in the workplace have shifted things in terms of both expectations and style adaptation.

However, recent research indicates that knowledge workers now seek managers who provide extensive support and adopt a coaching style, empowering employees to make their own decisions.

This shift in responsibilities can prove challenging for those promoted to line manager positions.

It’s an important point to highlight that line managers have to shift their style in response to direct reports expectations. Everyone has to learn new soft skills to balance any technical skills. It’s why many standard management training programmes have been put in place. However, modules on these types of programmes that include skills like coaching for example are much more recent. Considered a core skill now, they weren’t even 10 years ago.

Long known as softer skills and now being rebranded as “power skills”, listening and relationship building are essential tools to have when transitioning into a managerial role. 

But it’s not a foregone conclusion that the new line manager will be skilled in these areas. Also, as they are EQ based skills, and from an Emotional Intelligence perspective as with an IQ perspective, we all start at different natural levels.

To achieve optimal outcomes, managers might benefit from considering themselves as facilitators and enablers rather than authoritative figures. Yet there is no doubt that a line manager is in a leadership role, and their team members will be looking to them for guidance.

It’s in this context that line management coaching will make all the difference.

Embracing a coaching approach

Coaching is all about working with the learner - with their thoughts - we work on a core assumption that the individuals can find their own answers with a little professional guidance.

Adopting a coaching approach can enable line managers to meet the employee demands for a supportive and less directive leadership style. This approach centres around performance, improvement, change, action and learning.

This technique not only boosts their confidence but also enhances their ability to reflect on situations and determine the most effective course of action, fostering self-sufficiency.

Involving employees in decision-making processes also enhances their engagement and sense of ownership in their work. These elements feed into healthier cultures taking root in a firm and increased productivity.

Questions are undoubtedly one of the main tools of any professional coach, and line managers can use questions really effectively. Such as...

1. Can you describe the situation and outline your objectives?
2. What options do you see?
3. What would be the first step?
4. How can I provide assistance?
5. What possibilities exist, and what obstacles might you encounter?
6. Who are the key stakeholders, and who else can be involved?
7. When do you feel less confident, and when do you feel more confident?

Creating a safe environment for growth

For employees to venture beyond their comfort zones, take on new responsibilities, or develop their ideas, line managers must feel they’re in a safe and nurturing environment.

Mistakes are going to be made. 

Learning is never a linear process, and errors are part of the process.

Line management coaching provides line managers with an opportunity to make mistakes. Obviously errors need to be dealt with quickly and correctly, but the line manager needs to feel reassured that a blame culture does not exist. With line management coaching, this reassurance is in place.

This reassurance will also support a strong level of trust being in place between the line manager and their employees. 

Getting to know employees as individuals, understanding their aspirations, and acknowledging the challenges they face are key ways to establish trust. Furthermore, building trust allows managers to provide reassurance during tough times and fosters an environment where difficult conversations can be approached with ease.

Otherwise known as feedback.

The art of feedback

Offering feedback is an increasingly vital aspect of a manager’s role, despite it being an uncomfortable task for many. 

Yet line managers can often feel horribly out of their depth with regards to providing feedback both professionally and empathically. 

Bluntly put, it may be that providing feedback is always uncomfortable or the least favourite part of a line manager’s role. But that doesn’t mean they can’t  develop a competency in it. 

At its core, feedback is about fostering open, transparent two way communication to enable all parties to feel seen and heard. 

The dual process of disclosure is critical too. We are all very quick to offer feedback, but what about the sharing part too.

There’s a whole world here to explore about courage, and vulnerability - a directive, feedback driven approach is much safer than a collaborative, open disclosing approach. We are moving towards and favouring the latter but it’s a stretch for many of us. Often due to skill, but also due to lack of exposure, or experience to this kind of thing.

And staff want, and need, feedback to do their work well.

But feedback has to be supported. If not, it’s more commonly known as "dumping". I dump my view on you and you get on with sorting it for yourself. This is where coaching comes in. Perspectives have been shared, development needs agreed and together the progress is made to achieve the outcomes.

Younger employees in particular crave feedback on their performance and progress. With education becoming more assessment-driven, this generation is accustomed to continuous testing, grading and receiving prompt results. As a result, they expect regular evaluations of their progress and achievements from their employers.

To make feedback constructive and actionable, it is crucial to be specific and address issues promptly. It is impossible to stress the importance of providing feedback in a timely manner rather than waiting for weeks to pass.

Likewise, it’s key for line managers to receive timely feedback on their performance. New line managers especially need to know what they’re doing well, where there is room for improvement and what the clear expectations are for the future. 

Again, there are parallels between the line management coaching the line manager receives and how they manage their teams. 

Although the coaching is about supporting the line manager to step into their role with more confidence, it also provides a real-life example of what best practice looks like. This best practice element includes how you create trust, safe spaces for people to learn (and make mistakes), lead with empathy and drive business goals.

By making line management coaching available, line managers can effectively navigate the changing dynamics of the modern workplace, leading their teams to greater success and creating healthier workplaces while doing so. 

Rachel Morris is an expert coach, and founding partner of Motion Learning, specialising in assisting business leaders in achieving clarity regarding their current identity, future goals, and the strategies required to reach them

Main image courtesy of iStockPhoto.com