As a manager, you can learn how critical it can be to do your weekly one-on-ones with your team members over the months. If you skip one, you can still catch up at the water cooler. But, in the virtual world, that’s another story: you can lose your credibility if you don’t know how to maintain a good level of communication, and that’s the most frequent story for losing trust. You learn to be a good manager the hard way, and most of the time, after one or two resignations, you get it.
Management is no longer a trophy to win, it’s a commitment.
Including all the team members is the first step to building better engagement and stopping the great resignation or polarization standup (for or against the return to the office phenomenon). However, we need to go beyond that and start working on new solutions.
Also, retaining the workforce is a prerequisite to avoid the replacement cost of attrition. Keep in mind that the average replacement cost can double the annual salary of the departing employee.
In this context, the weight of management has shifted to become overweight against environmental constraints.
Before, an inexperienced manager could count on office interactions, spontaneous mentoring for himself and his team, and support from the office culture, friends, co-workers, or the talented HR facilitator.
From now on, he must first be a good manager at the risk of contributing to The Great Resignation, burnout, or some team dysfunctions. The management upskill is the new must-have. And with it, the overhaul of leadership processes, to empower team members for better cooperation through exemplary leadership.