Today’s managers are under a lot of pressure. If it’s a constant effort to get the job done, it’s easy to have a short fuse. When expectations are not met, the brain short-circuits judgment and reaction. This is exactly the opposite of what your employees need. In healthy workplace cultures, leaders know how to balance accountability for results with empathy. One way to do this is to seek to reflect rather than react. These six questions can help managers revisit their expectations and ensure they focus on empathy in their attempts to motivate performance.
“They just didn’t do their job,” grumbled an executive in a group recently facilitated by one of us (Amii). He was angry at what he perceived as his team’s lack of productivity.
Being a leader is always challenging, but stress and manager burnout are on the rise: A November 2021 Gallup survey found that 35% of people managers reported feeling burned out “a lot or often,” compared to 27% of individual contributors and 22% of leaders.
If it’s a constant mental strain to get the job done, managers may have a short fuse. When expectations are not met, the brain short-circuits judgment and reaction.
This is exactly the opposite of what your employees need. In healthy workplace cultures, leaders know how to strike a balance accountability for results with empathy. One way to do this is to seek to reflect rather than react. If you are playing the long game, how you will achieve the goals is to get you more than WHAT you will achieve short term. Employees who feel they can learn and grow are more engaged. Receiving developmental feedback is also important in development.
Our call to action is for leaders to pause and reflect before the pressure of high demands leads to lashing out. When frustration and judgment fly, cultivate curiosity and ask yourself the following six questions. They will serve as your North star checklist to ensure that you focus on empathy in your attempts to motivate performance.
1. Am I clear about the expected results of the work?
Always leaders reduce the need to communicate. Consider how effectively you communicate your expectations when it comes to roles, deliverables, support, and results. Identifying what success looks like for a particular project in terms of quality and desired impact enables others to organize their time, energy, and other resources more effectively.
Constant communication helps communicate a clear vision. Helping team members understand how their unique contributions support business results boosts an employee’s mood. purpose. It can also save valuable time by preventing confusion in line. And you should always check in with your employee to determine how clear your message is UNDERSTANDING.
2. Are my expectations reasonable?
Think about the task and compare it to similar work you have been assigned in the past. Does the current project have enough resources? If not, you need to find additional resources or scale back your own expectations.
Is it a stretch task, meant to be a challenge or stimulate the employee’s growth? If yes, you may need to provide additional guidance and mentoring. Consider whether you make yourself available for questions and any necessary approvals. Check the timeline and if the person is supported enough to meet expectations.
3. What do I know to be true about this employee?
If you are disappointed in an individual’s performance, take a step back and remember the whole person. Assess their knowledge, skills, and abilities. Consider their strengths and areas for growth. Some people may enjoy and do better with greater autonomy, while others prefer more communication, support, and connection.
If you notice a decline in performance, be direct and empathetic Conversations to find out what happened. There may be personal gaming events, such as a sick family member, a breakup, or additional caregiving responsibilities. When you check-in, make sure you’re focused hearing. Ask about their existing work experience, and check if they understand your expectations. Feelings of stress and strain may require a different type of support than on-the-job training.
4. Am I managing the results?
Successful managers focus on results, not how or when the job gets done. We all have unique working styles and preferences. Your path may not be a natural route for others, so be careful not to prejudice your own style.
Micromanaging means we impose autonomy on our employee, that is a basic psychological need. By outlining a clear vision for results, you can get employees to take the lead or get more guidance. Make sure you connect the results you’re looking for with the company’s larger vision and goals. People want to feel that they do meaningful work and alignment of purpose between the individual and the organization enhances engagement.
5. Am I holding everyone to the same standard?
Despite our best intentions, unconscious bias makes us prefer some people over others. Understanding the uniqueness of the existing employee, consider if you hold all team members to the same standard. Are you tougher than men, womenor people of color? Do you equally invest time in the development of your team? Are you making assumptions based on age? Having an explanation for the results also helps you avoid unconscious bias. If you’re not sure if you’re being fair, you can also talk to a trusted colleague to get their perspective on the situation.
Another bias to be aware of is proximity bias, which describes how managers may be more inclined to favor those who are physically closer to them. If you work in a hybrid environment, do you prioritize the work tasks of people who come to the office regularly? Note that the proximity bias disproportionate impact on women and caregivers.
6. Do I give actionable feedback that is clear, firm, and kind?
If you have concerns or criticism of the work, do not delay in your feedback. Research shows that feedback is best given by work flow. Reach out immediately if a potential misalignment appears. It is better to catch it early, and not let the issues get worse.
Also ask for feedback from your employees about their experience on the assignment. Alignment and frank conversations build trust and commitment with your employees. Employees who feel supported by their employer experience the greatest job satisfaction, and companies with high trust in the workplace culture. perform almost twice as well than those who do not. In addition, you can get information that can change your view of how the project is going.
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Self-reflection takes discipline and time – and the investment is well worth the reward. Companies with managers who develop strong relationships with their employees experience higher loyalty, trust, productivity, and happiness. Use these reflection questions as a guide to bridge any gaps in your expectations. Making of conscious decision driving performance from empathy is the difference between real competitive advantage – trying to be smart – and punching the clock. These actions distinguish managers from leaders.
