As a middle manager with a hybrid staff… it could be both. I’m basically trusting my team to get their shit done without me checking over their virtual shoulders, but is that the best way? No idea. I’m just flying by the seat of my pants. My team has very high engagement levels, so I think my approach is working; but I also have a very experienced team and don’t think my approach would be successful for managing fresh-outs virtually.
I imagine it is a one bad apple ruins the bunch scenario. So long as everyone it’s working then it’s good, but as soon as you eventually get a bad employee trying too get away with doing nothing it will kill morale if not addressed immediately
I’d also expect that one way to buy time is to acknowledge achievements. People like being acknowledged and it won’t stop demoralization from the lazy but it will make it so people understand that you at least see the difference between the two types. Industrial society alienates us from our labor. Few jobs allow us to bask in the pride in what we’ve done at the end of it, so it’s important to acknowledge that it is being done
yeah it could be both but I would counter that without the other things no level of management will increase employee engagement, and manager while part of the engagement formula they are not the largest and can’t be effective in this area until the other layers are met. Call it a corporate Maslow’s hierarchy of needs where managers are near the top with like ping pong and pizza parties at the top.
I sort if see it the same those that complain about how employee loyalty no longer exists but have no problems laying off half their staff before they ask the CEO to take a pay cut, or barely keep pace with inflation for their highest performers.
I was recently asked to mentor someone on another team, but being as though i haven’t had a raise in over 2 yrs and coworkers I relied on are laid off I declined that ‘opportunity’. I would mentor another teammate because it helps me individually, but ill be damned if i stick my neck out for the company who is making record profits quietly shedding good talent and hiring new cheaper replacements.
In my case, I was fully remote for 2 years of COVID and have been hybrid ever since. We started at three days in when we returned to work and are now down to one day in a week.
If anything, my team has gotten more productive, not less.
Do I feel disengaged sometimes? Sure, but my employer treats me like gold and I have all the freedom I need as long as I do good work, respond quickly when needed, and honor my deadlines.
As a middle manager with a hybrid staff… it could be both. I’m basically trusting my team to get their shit done without me checking over their virtual shoulders, but is that the best way? No idea. I’m just flying by the seat of my pants. My team has very high engagement levels, so I think my approach is working; but I also have a very experienced team and don’t think my approach would be successful for managing fresh-outs virtually.
I imagine it is a one bad apple ruins the bunch scenario. So long as everyone it’s working then it’s good, but as soon as you eventually get a bad employee trying too get away with doing nothing it will kill morale if not addressed immediately
I’d also expect that one way to buy time is to acknowledge achievements. People like being acknowledged and it won’t stop demoralization from the lazy but it will make it so people understand that you at least see the difference between the two types. Industrial society alienates us from our labor. Few jobs allow us to bask in the pride in what we’ve done at the end of it, so it’s important to acknowledge that it is being done
yeah it could be both but I would counter that without the other things no level of management will increase employee engagement, and manager while part of the engagement formula they are not the largest and can’t be effective in this area until the other layers are met. Call it a corporate Maslow’s hierarchy of needs where managers are near the top with like ping pong and pizza parties at the top.
I sort if see it the same those that complain about how employee loyalty no longer exists but have no problems laying off half their staff before they ask the CEO to take a pay cut, or barely keep pace with inflation for their highest performers.
You have to build a training plan for fresh. Measure at the macro, not micro.
Did the important things get done over the year? Great.
Coach for impact, end to end problem ownership, initiative, efficient communication, follow and follow through.
Delegate mentoring to those who you see as good examples. Credit the mentors for excellence in mentoring. Credit the rookies for improvement.
Micromanaging is not a scalable or effective approach
I was recently asked to mentor someone on another team, but being as though i haven’t had a raise in over 2 yrs and coworkers I relied on are laid off I declined that ‘opportunity’. I would mentor another teammate because it helps me individually, but ill be damned if i stick my neck out for the company who is making record profits quietly shedding good talent and hiring new cheaper replacements.
In my case, I was fully remote for 2 years of COVID and have been hybrid ever since. We started at three days in when we returned to work and are now down to one day in a week.
If anything, my team has gotten more productive, not less.
Do I feel disengaged sometimes? Sure, but my employer treats me like gold and I have all the freedom I need as long as I do good work, respond quickly when needed, and honor my deadlines.
Can’t complain about that.