3 Management Skills for Driving Success in Uncertain Times

Roughly 2 in 3 U.S. workers (64%) rate their manager as highly effective, according to SHRM’s Effective People Managers: The Linchpin of Organizational Success report. That’s a striking statistic, considering that managers bridge the big-picture goals of leadership and the day-to-day work of employees. The report also shows most HR executives (92%) say people managers are critical for their organization’s overall success. Managers are often stuck in the middle of workplace conflicts, trying to juggle leadership’s demands while keeping their teams supported and engaged. In fact, 55% of managers say they feel caught in this “middle zone,” according to the SHRM report. It’s no wonder that stress can build up, making it feel like a monumental effort to keep the team moving forward.  

Managers can’t navigate today’s fast-changing markets if employees are disengaged, communication is broken, and stability is shaky. To empower their team and drive results, managers should focus on building three key skills, which programs such as the SHRM People Manager Qualification (PMQ) can help strengthen. Most managers who complete the PMQ program (87%) say they’re ready to lead confidently.

Boosting Employee Engagement

Employee engagement, or the measure of an employee’s connectedness with and commitment to the job, says everything about organizational health. It touches on aspects from workplace safety to agility needed to meet shifting market conditions. Engagement, as part of employee experience, is also top of mind for HR professionals: They rank managers as the second-most influential factor in shaping the overall employee experience, while employees themselves place managers as the third-most significant factor, according to the same SHRM report.

The good news is that improving employee engagement doesn’t need a splashy multipart campaign. Instead, managers can find key touchpoints to make incremental changes that pull employees into the fold. More than 4 in 5 workers with highly effective managers (81%) say they are satisfied with their job, compared with just 41% of workers with non-highly effective managers, according to the SHRM report.

The Power of One-on-Ones

Use weekly or biweekly one-on-ones to understand where employees stand. “If managers aren’t doing that, and many aren’t, that’s probably part of your engagement issue,” said Kathleen Shaw, founder of End to End People Solutions. Shaw suggests asking a few targeted questions:

• What keeps you engaged?
• What is dissatisfying for you? 
• What did you do this year that you really enjoyed?
• What did you do this year that you didn’t enjoy?

This time together can also offer insight into any gaps in resources employees need to do their job well. Plus, one-on-ones open the door for better communication — a skill every manager should improve.

Becoming a Clear Communicator

Communication affects everything managers do. When managers excel at articulating leadership’s vision to their direct reports and workers’ concerns to leadership, it can reduce the friction they feel from being caught between the two camps. When managers are caught in the middle less often, they’re more likely to be seen as effective, the SHRM report found.

End-of-Day Check-Ins

Reaching “inbox zero,” the state in which all messages are read and responded to, can help ensure all loops of communications are closed each day. Review any meeting notes or key emails from the day before responding to any unanswered questions or sending clarifying reminders on discussions that were left open-ended. 

Helping Teams Stay Strong

Turbulent market conditions can cause stress at all levels of an organization, and employees are no exception. Managers play a big role in helping teams bounce back when things get tough by modeling strength and transparency. Transparency, in particular, works both ways, and managers should encourage teams to openly communicate about challenges and take feedback seriously. This helps support innovation, even in uncertain times.  

Lead with Positivity

Managers can use their influence to build a positive work environment where trust, support, and optimism reign. Even in the most uncertain of times, recognizing good work and celebrating efforts toward team goals make a big difference.  

Why Managers Matter

Managers are the heart of an organization. They shape the culture, support employees, and drive performance. By prioritizing engagement, communication, and resilience, managers can create stronger teams and help their companies thrive — even in uncertain times. With trust, recognition, and a little positivity, managers can empower their teams to succeed together and keep the organization moving forward.

Learn more about investing in people managers.