The future of work is a discussion that headlines many publications, webinars, and seminar agendas. As it should. Over the last few years, there’s been such incredible change in workplaces and these are changes that are here to stay.

However, there is one topic that isn’t getting enough attention in the future of work discussion – the role of the manager.

On this subject, we need to talk.

Why do we need to revisit the role of the manager? There are compelling reasons why it’s time to step back and consider that we’re using an outdated approach to this role.

1. Changing Leadership Styles
Leadership styles have evolved from an autocratic command and control style to a more participative, consultative style, requiring leaders to engage with team members in different ways. This shift calls forth a different skill set and puts more pressure on managers to be engaged with a more people-focused approach. In addition, good managers must also effectively coordinate and broker with their peers, working across teams effectively to get things done. This too requires managers to have the people skills needed to influence others productively as opposed to adopting the more domineering approach prevalent of the past.

2. Increased VUCA
There is more VUCA (volatility, uncertainty, complexity, ambiguity) in today’s workplaces. In a recent study conducted by Gartner, 75% of HR leaders say their managers are overwhelmed by the growth of their job responsibilities. Employees are looking for more personalized experiences, rapid technological changes impact work processes, skill gaps exist, multiple generations and hybrid and flexible work arrangements are creating new dynamics, and societal pressures are spilling into workplaces. These circumstances put more pressure on managers too and dealing with them consumes a manager’s finite time, energy, and attention throughout the day. To sum up, we’re not in Kansas anymore.

3. Prevent Burnout and Foster Wellbeing
Managers report increasing workloads, which isn’t surprising given changing leadership expectations and increased VUCA. In the same Gartner study referred to earlier, 73% of HR leaders report that leaders and managers in their organization aren’t equipped to handle change. In another study conducted by Wiley, managers report having increased workloads. Managers get squeezed by having more work and people assigned to them from above while also responding to increasing expectations from team members. This creates an unsustainable situation with managers working longer and harder to keep up.

4. Retention of Key Staff
Good managers are good coaches. Development is a key retention factor and employees are looking to their manager to be a primary champion for their career growth. As recent entrants into the workforce, Generation Z employees are continuing this expectation. In a study conducted at Stanford that focused on the value of bosses, one finding is that team members assigned to better managers are more likely to remain with their employer. With labour market demographics signalling retirements of the Boomer generation, the competition for talent isn’t going away. Ensuring managers are set up to coach and develop talent, and avoid regrettable turnover, is a sound retention strategy.

5. Low, Flat Engagement
In Gallup’s most recent State of the Global Workplace report, engagement levels are reported to be only 23%. While only marginally better than previous years, it’s a slow climb. Such small incremental changes could be accelerated by revisiting the manager role and providing more support. Gallup’s research also consistently shows that an employee’s experience with their manager can account for up to 70% of the variation in their engagement levels. That is significant! Moreover, it demonstrates how important this role is in an organization. We also know that team performance metrics correlate to engagement so it makes sense that Gallup’s research also reveals that highly engaged teams are 38% more productive and 22% more profitable. It pays dividends when managers are successful.

What are you seeing in your organization? What is your experience as a manager? When you consider these five reasons, they point us squarely in the direction of taking stock and reconsidering how we think about this critical role in the workplace. In our next newsletter, we’ll outline actions that organizations can take to give the role of the manager it’s due.