Managerial Impact on Team Performance and Morale

I had a manager who'd hand out tasks like a boss with a checklist. And we got caught in a "just getting things done" loop. We were going through the motions without real passion or purpose. It was sad. So, when I became a manager, I noticed the same thing happening. I switched gears. I ditched the dictator hat and stepped into coaching shoes. - I began listening. - I gave feedback that mattered. - I encouraged my team to own their projects. I wanted to be the manager I never had - one who guides instead of commands. And wow, did things change! --> Productivity shot up. --> The quality of work improved. --> People were happier. You could feel the morale boost in the air. It was like we all found our groove again. And all it took was three things: 1. Empathetic Listening → I started actively listening to my team's ideas and concerns, creating a two-way dialogue rather than just giving orders. 2. Personalized Feedback → I provided specific, constructive feedback tailored to each team member's work and growth path. 3. Encouraging Autonomy → Empowered my team by setting clear goals but letting them figure out the best ways to achieve them, stepping in only to offer guidance and support. This transformation happened because I began to see my team as partners in our journey - not just as employees under my direction. Because a good manager acts like a coach, not a dictator.

A few years ago, I worked with a hospital that was struggling with high turnover rates and low morale. People simply didn't feel valued or heard. Our strategy was aimed at reshaping organizational culture, and we believed the key to this transformation was leadership development. We coached leaders on conducting regular one-on-one check-ins with team members, which provide opportunities to discuss progress, address concerns, and invite feedback. We stressed the need for leaders to recognize people for their efforts and the pivotal role they play in the organization. We guided leaders on fostering psychological safety, ensuring an inclusive environment where everyone feels comfortable sharing ideas and asking questions. Over time, things started to change. People not only felt recognized, but they also began to communicate more openly, bring forward ideas, express concerns, and collaborate. Morale rose, turnover decreased, and quality improved. This transformation aligns with what neuroscience teaches us. Our brains naturally thrive in environments that foster trust, respect, and positivity. Leaders who tap into this understanding not only create better work environments but also elevate overall team performance. I encourage healthcare leaders to focus on the culture they are building. See the difference it makes in your teams and the care your patients receive. Strong teams and strong cultures lead to outstanding results, which means a healthier healthcare system for all. Have you experienced a similar transformation in your organization? What have you found effective in boosting culture? Share below! #Healthcare #Leadership #teamwork #Leadershipdevelopment

Several years ago, I consulted with a mid-sized manufacturing company that was struggling with morale and productivity issues. Upon spending time there, the problems with leadership became quite apparent. The CEO's authoritarian and micromanaging style was the root of the issue: • He had his hands in every decision, no matter how small • Managers had little autonomy and were constantly second-guessed and overridden • The CEO was also very critical and rarely offered praise or positive reinforcement • IInteractions with him left employees feeling deflated and diminished There was very little transparency from leadership: • Major decisions were made behind closed doors without employee input • Communication was top-down with no avenue for feedback or dialogue As a result, the company culture had deteriorated significantly. Morale was extremely low. Employees felt unappreciated and powerless in their roles. There was no sense of empowerment or ownership. People worked in constant fear of being criticized or overridden by the CEO. Managers were reluctant to make decisions, always deferring to the CEO instead. Innovation and creative problem-solving were nonexistent. People were afraid to take risks. Unsurprisingly, the company had very high turnover. Talented employees left for better opportunities. Recruiting strong talent into key roles was nearly impossible with such a negative reputation. The company was stuck in a vicious cycle. Productivity and execution suffered greatly. With the CEO involved in every little thing, decision-making was bottlenecked. Initiatives moved forward at a glacial pace. Opportunities were missed. The company gradually lost market share to more nimble competitors. The CEO's highly controlling, critical, and non-transparent leadership style created a dysfunctional culture. It sapped morale, stifled innovation, and damaged productivity and competitiveness. The CEO's personal flaws permeated the entire organization. Unfortunately, the CEO was unwilling to evolve his leadership approach, even when confronted with these issues. This remains an example of the hugely damaging ripple effects that poor leadership at the top can have on an entire company. The human element is vital for organizational success. When leadership fails, everything else often crumbles with it. Join the 12,000+ leaders who get our weekly email newsletter. https://lnkd.in/en9vxeNk

Great managers make fast decisions. Bad managers use that as an excuse to stay uninformed. When you skip on context, you do more harm than good. You create extra work for your team and leave them feeling whiplashed. Uninformed decision-making looks like this. ❌ Making new hires without consulting your team → Poor fit hires ❌ Changing workflows without being part of the processes → Unnecessary work and bottlenecks ❌ Setting team goals instead of coaching them through goal setting → Unrealistic, unmotivating goals ❌ Reducing costs without buy-in from who's taking that workload → Reduced performance and team morale ❌ Making decisions based on data without human input → Direction that isn't practical and designed to fail ❌ Increasing workloads without incorporating work-life balance → Burnout, low job satisfaction, turnover These mistakes are easily avoidable. Here's how you stay in the loop. - Encourage transparency, don't foster a culture of secrecy and siloing - Empower your team, don't hoard all decision-making power - Attend meetings, don't be uninformed about team progress - Ask questions, don't assume you know everything - Get involved, don't be a disconnected leader - Seek feedback, don't let problems fester _____ Making fast decisions from an 'ivory tower' without context is a fast track to losing your team's respect. Do this enough and you will lose your best people. As leaders, it's essential to stay engaged, ask the right questions, and understand our teams before making major decisions. And if you're doing it right, your talented and empowered team should be making more of these decisions for you. Remember, a team that feels heard and valued will always outperform one that doesn't.

Gallup’s 2023 State of the Global Workplace report is packed with insights, but few are more important than these: 🤔 Poor management not only leads to lost customers and profits, but also to miserable lives. 😟 If you're not thriving at work, you’re very unlikely to be thriving in life. 👨👩👧👦 Social contagion tells us that if a single worker is suffering, the well-being of coworkers, customers, families, and friends will be negatively impacted as well. 👩💼 And the majority of our experience at work can be traced back to one person: our manager. 🤯 70% of employee engagement variance and nearly 50% of an employee’s experience of meaningful work is tied directly to managers. As such, there are few people with more power to change our workplaces (and the world) than managers. Wes Adams, MAPP and I found that managers of people who find their work deeply meaningful do three things:  1. They foster community  2. They show employees how their work contributes to something greater than themselves, and connect the dots between tasks and impact  3. They challenge employees to grow, learn, and reach their full potential TLDR: Managers have an outsized impact on the employee experience, and make work meaningful for their people through 3 C’s: community, contribution, and challenge. #meaningfulwork #leadership #managers #employeeexperience

I've been thinking a lot lately the impact of leadership in shaping a positive team culture. Here's what I've found makes a real difference 👇🏾 - 𝗦𝗵𝗮𝗿𝗶𝗻𝗴 𝘁𝗵𝗲 𝗩𝗶𝘀𝗶𝗼𝗻: When leaders share a clear vision and purpose, it’s like giving everyone a map and compass. It helps us all see where we're headed and why our work matters. - 𝗘𝗺𝗽𝗼𝘄𝗲𝗿𝗶𝗻𝗴 𝘁𝗵𝗲 𝗧𝗲𝗮𝗺: Trusting and empowering team members is crucial. When leaders delegate responsibilities and encourage us to take initiative, it sparks innovation and builds confidence. - 𝗙𝗼𝘀𝘁𝗲𝗿𝗶𝗻𝗴 𝗢𝗽𝗲𝗻 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻: Leaders who listen actively and provide honest feedback create an environment of trust. It’s about making sure everyone feels heard and valued, fostering a sense of community. - 𝗖𝗲𝗹𝗲𝗯𝗿𝗮𝘁𝗶𝗻𝗴 𝗪𝗶𝗻𝘀 𝗮𝗻𝗱 𝗘𝗻𝗰𝗼𝘂𝗿𝗮𝗴𝗶𝗻𝗴 𝗚𝗿𝗼𝘄𝘁𝗵: Recognizing achievements and offering growth opportunities boosts morale. Leaders who do this show that they care about our personal and professional development. - 𝗟𝗲𝗮𝗱𝗶𝗻𝗴 𝘄𝗶𝘁𝗵 𝗥𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲: Challenges are inevitable. Leaders who stay positive and adaptable inspire us to do the same. Their resilience helps the whole team navigate through tough times together. Ultimately, leadership is about more than just directing tasks—it’s about nurturing a culture where everyone can succeed. By leading with empathy, vision, and purpose, we can build teams that not only reach their goals but also exceed them. Proactively foster environments where everyone feels valued, energized, and ready to tackle whatever comes their way. ✊🏾 #Leadership #TeamCulture #OpenCommunication ---------- Hey, I'm Kevin, I am the host of Working Wisdom and The Toxic Leadership Podcast and provide daily posts and insights to help transform organizational culture and leadership. ➡️ Follow for more, Dr. Kevin Sansberry II ♻️ Repost to share with others (or save for later)

As a leader, do you truly care about the personal well being of the people on your team? By well being, I'm not talking about excessive hand-holding or doing any part of their job for them. I'm talking about helping to make them successful. While under your watch do you do these things? * Understand their skills, leveraging their strengths and augmenting weaknesses * Training and developing them in their role * Keeping them inspired and knowledgeable about the business * Teaching them how to develop well being in others * Coaching, guiding, and leading versus dictating orders One of the most critical responsibilities a leader holds is to care for the well-being of their team members. While achieving organizational goals and driving performance are important and essential, your people won't become accomplished without prioritizing their needs and providing them with what they need to succeed. Caring for your team's well-being creates a more positive and supportive work environment. Which builds higher levels of engagement, inspires the right behaviors and commits people to their work. This positive atmosphere cultivates trust and respect and develops a camaraderie among team members. Prioritizing well-being contributes to the overall morale and happiness of the team. Team members who feel their physical, emotional, and mental well-being are valued are more loyal to the organization and you as a leader. Beyond cost savings in turnover and absenteeism, they will "run through walls for you." Promoting team member well-being has a direct impact on performance and productivity. Studies consistently show that employees who are physically and mentally healthy are more focused, creative, and resilient in the face of challenges. By providing resources and support for well-being initiatives, leaders help their team members manage stress effectively, positively deal with work-life integration, and lead their best. Prioritizing well-being is not just the right thing to do ethically; it makes good business sense. Research has demonstrated a clear link between employee well-being and organizational performance. Organizations and leaders specifically, that invest in their people's wellness typically experience lower healthcare costs. When we proactively address the well-being of our team members it creates and keeps a competitive advantage over time, for any organization. Demonstrating a commitment to your team sets a positive example for others to follow. Leaders who prioritize their own well-being and actively support that of their team inspire trust and admiration from their colleagues and find new ways of being successful. Looking after team member success and well-being is a strategic investment in organizational success. Have I convinced you? Are you ready to accept the responsibility of caring for your people? #ceos #leadership #wellbeing #execution For more leadership wisdom check out https://lnkd.in/gXpc_pyu

Of course, leaders want to know how well their delivery teams are performing. Before going there, make sure you can measure the quality and effectiveness of the INPUTS to team performance. These inputs include how well senior leaders and managers are providing: 1. Clarity • Leaders develop a clearly defined and well-understood vision, business model and strategy, with measurable outcomes. • Leaders actively and continually communicate this information and help teams to apply the strategic goals to their work. 2. Alignment • Leaders across each functional area and at every level of the organization are aligned on the vision, strategy, goals and priorities. • Every leader will give the same answer when asked what is most important and why, and know their part in making it happen. 3. Focus • Leaders maintain and support focus through effective communication, commitment to the strategy and shared priorities, and removing noise and distractions. • There are processes in place to respond to changes and operational challenges, without throwing everything off track. 4. Trust • Leaders create an environment of trust, with a focus on learning and growing, over fear and blame. • It is safe to share information and raise concerns. ----- These are not easy things to improve, but if the leadership “house” is not in order, then focusing on team performance measures is just a distraction from what really needs to be done. Establish a baseline for how you are doing today and make a plan for how to improve. Meet regularly as a leadership team to review the actions being taken and assess progress.   The efforts will pay off not only for your effectiveness as a leadership team but in the ability of your teams to perform