ESSENTIAL SKILLS – If you want to build a team of employees who work together effectively, you need these specific people’s knowledge.

They say people don’t quit their jobs; they leave the managers. Often the problem is the lack of social skills of a leader. While many companies nowadays recruit for healthy, soft skills, this does not solve managers already on the shop floor and do not have these qualities.

1. EFFECTIVE COMMUNICATION

The most demanded skill in the survey is communicating effectively, with 41% of employees saying their manager can improve in this area.

“Communication is always essential,” says Lee. “What this often refers to is that managers learn things from their boss or CEO about what is happening in the organization, and it is up to them to share the information with the people they supervise. But this does not occur as it could. “

To be good communicators, managers need to develop empathy and empathic listening skills, says Tim Ringo, author of Solving the Productivity Puzzle. “This is particularly important right now, as many people are traumatized by this year’s events,” he says.

2. CAPACITY TO DEVELOP AND TRAIN THE TEAM

Employees want to work at the next stage of their career development, and 38% of employees would like their manager to help them achieve this goal.

“The boss’s position might not be readily available, but employees need to be trained to move to another opportunity in the company,” says Lee. “Employees say,” Develop me and train me or I’m leaving. “

Communication skills can advance team development opportunities, adds Vanessa Matsis-McCready, associate general counsel, and director of human resources at Engage PEO, an HR services company.

“With this regular feedback, managers will discover the areas in which their team members need support and the areas in which they want to develop,” she says. “The manager can then tailor projects and tasks to improve the employee’s abilities in areas that are weak and speak to the desired areas of the employee’s professional growth. This need and interest-based training and development based on needs and interests help the employee feel supported and listened to by the manager.

3. GOOD IN MANAGEMENT OF TIME AND DELEGATE

When managers don’t manage their time well, they often perform tasks that need to be delegated. 37% of employees said it was a problem, and they want their managers to give them more work, Lee says.

Delegation is one of the essential skills a new manager must acquire, says Matsis-McCready. “It’s easy to fall into the old habits of getting a task done quickly, but the manager is doing himself and his team a disservice if they do,” she says. 

4. CAN CULTIVATE AN INCLUSIVE TEAM CULTURE

Culture usually comes from above, and it is up to managers to adopt those beliefs, practice them, and follow them. But 35% of employees say their manager needs work on this. 

Leadership with empathy fosters an inclusive culture that has become increasingly important, said Christine Trodella, Facebook’s head of Americas for Workplace from Facebook. 

“Managers often forget that each of their team members has different ways of working and, as such, must be managed differently,” he says, adding that he determines how his direct employees prefer to be managed and adapt their records accordingly. 

Empathy and compassion are now expected from leaders, adds Whittall. “In a world where individuals are feeling a greater sense of shared purpose, demonstrating empathy is no longer optional; it’s a must-have characteristic of a manager,” he says.

5. ABILITY TO MANAGE TEAM PERFORMANCE

Finally, 35% of employees believe their boss should work on their ability to manage team performance. “Usually, this means making sure everyone is doing their best,” says Lee. “What often upsets a team is when someone is not fully committed – not carrying their load – and others have to intervene. If a manager doesn’t do anything about it and lets it go, it cannot be very pleasant to the rest of the team. Each team has average performers, but when nothing is done against the underachievers, it lowers morale.

 “It’s also crucial to empathize with employees who may not be at their usual caliber as we are battling competing crises: the pandemic, the fires on the west coast, the hurricanes in the South. Some may have the added challenge of getting children back to school. “

It is everyone’s responsibility to develop these five social skills in managers is everyone’s responsibility, says Lee. “Human resources members of an organization are usually the ones who recognize that it is necessary because they listen to complaints or see the problems arise when someone does not have good personal skills,” he says.