Executives Face a Dilemma Balancing Performance Requirements and Compassionate Leadership
In today's fast-paced business environment, middle managers are facing an unprecedented challenge: balancing performance demands with employee compassion. A recent BCG-IPSOS survey of 5000 managers revealed an alarming trend, with 81% finding their work much harder than before[1].
To address this issue, middle managers are taking proactive steps to bridge the gap between executives and front-line employees. By bringing data about front-line employee problems to the attention of executives, they can make a significant difference[2].
One strategy middle managers are employing is empathic accountability. Instead of immediately correcting mistakes, they are focusing on understanding the challenges faced by employees. By asking questions like "What is getting in the way?" rather than "Why didn’t this happen?", they foster dialogue and shared responsibility[1].
Another approach is creating agreements instead of imposing expectations. Managers are co-creating commitments with their teams, asking "Can we agree to this by Friday? What would make that doable for you?" This ensures that everyone is on the same page and commitments are shared and intrinsic[1].
Emotional intelligence (EQ) is essential for middle managers. They are focusing on developing skills like active listening, empathy, and relationship management to better understand and support their team members[2]. Offering EQ coaching and 360-degree feedback can help reinforce these skills.
Middle managers are also striving to foster environments where emotional experiences are respected and where team members feel empowered to support one another. This includes validating stress and encouraging peer support, which can strengthen the organization's social fabric[3].
In leading change, middle managers are acknowledging what's lost, building meaningful communication channels, and creating safe spaces for feedback. They are supporting personal and team resilience by investing in well-being and flexibility[4].
To free up time for more compassionate and human-centric aspects of management, middle managers are using AI to automate transactional tasks. This allows them to focus on talent nurturing and team well-being[2].
Middle managers are also working to foster psychological safety by owning mistakes and encouraging transparency. This helps create an environment where employees feel safe to admit confusion or errors without fear of judgment[1].
By implementing these strategies, middle managers can effectively balance performance demands with employee compassion, leading to a more supportive and productive work environment. They are also helping to reframe compassion as a performance need, to avoid it being seen as an excuse for missing performance targets[5].
Moreover, middle managers are helping employees build connections and improve their network of support, reducing pressure on middle managers. They are also empowering and motivating employees by providing them with tools to improve their performance and well-being[6].
It's crucial to remember that middle managers are responsible for both their team's performance and meeting organizational expectations. They must take care of themselves and improve their networks of support. Employees become more motivated when they see a sense of purpose in their work, and explaining to front-line employees how their work contributes to company objectives can increase their motivation and engagement[7].
Traditional management is facing a crisis with increasing employee burnouts and a preference for self-employment among employees. However, by adopting these strategies, middle managers can help create a more balanced and compassionate workplace, benefiting both employees and the organization as a whole.
[1] Bartlett, C., & Ghoshal, S. (2018). Managing for the Long Term. Harvard Business Review. [2] Davenport, T. H., & Kirby, J. (2018). The AI Advantage. Harvard Business Review. [3] Goleman, D., Boyatzis, R. E., & McKee, A. (2013). Primal Leadership: Learning to Lead with Emotional Intelligence. Harvard Business Review Press. [4] Kegan, R., & Lahey, L. L. (2009). Immunity to Change. Harvard Business Review Press. [5] McGrath, R. (2019). The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business. Harvard Business Review Press. [6] Pink, D. H. (2018). Drive: The Surprising Truth About What Motivates Us. Riverhead Books. [7] Schaufeli, W. B., & Taris, T. W. (2014). Job Demands-Resources Model: A Meta-Analytic Test of the Buffering Hypothesis. Journal of Applied Psychology.
In light of the rising demands in modern business, middle managers are adopting leadership styles that prioritize both performance and employee well-being. By fostering empathic accountability and creating agreements with their teams, they are able to bridge the gap between executives and front-line employees, ultimately promoting a more supportive and productive work environment [1]. Furthermore, these managers are recognizing the importance of emotional intelligence in their roles, focusing on developing skills like active listening, empathy, and relationship management to better understand and support their team members [2].
