The Critical Connection Between a Manager and Engagement

I work with 300 to 500 managers across my various programs and dozens more in coaching activities each year. These are individuals from every sector of our economy and operating at all levels, from the front lines to the C-Suite. And not a single manager shows up in my programs or coaching sessions focused on learning how to create a disengaged workforce. They don’t want insights on micromanaging. They aren’t there to pick up tips on how to muddle coaching and feedback input or how to keep people from realizing their career ambitions. They’re not hoping to pick up guidance on helping their firms sub-optimize.

If you believe the statistics by the good people at Gallup, in the U.S. alone, two-thirds of all employees are in some state of disengagement. Gallup places the blame for those abysmal numbers squarely on managers’ shoulders. A developed Manager’s Operating System plays a major part in rectifying what Gallup attributes to leaders.

 Two-thirds of all employees are in some state of disengagement. Gallup places the blame for those abysmal numbers squarely on managers’ shoulders.

A Good Manager is More Important Now Than Ever

The Gallup numbers make me angry. We cannot solve the problems in our organizations or society by perpetuating such abysmal levels of disengagement. We’re at an all-hands, and all brains required time in our world, and the pressure is on those who manage to tap into the potential of their team members and teams. Our complex and ever-shifting external environment, a volatile economic and geo-political environment, and myriad social challenges all layered on top of a post-pandemic world demand the best from our organizations and institutions. A disengaged, unmotivated workforce led by uncaring or incompetent managerial force won’t get us there.

Managers, New and Experienced, Need Help.

At the core of our “manager problem” is how we select those responsible for the work of others. It’s ad hoc, often trial-by-fire, and we fail to arm our managers with the tools and approaches essential for success. My contribution to solving this problem is a framework I describe as the Manager’s Operating System (MOS)—a set of ten core programs (behaviors and approaches) that must be present and interoperating for a manager to succeed in building an engaged, motivated workforce. The programs range from foundational to transactional. Yet much like the operating system on your smartphone or laptop, all components must be present for things to work correctly.

The Ten Core Programs of the Manager’s Operating System (MOS)

In over 800 hours of coaching per year and, as referenced above, working with anywhere from 300 to 500 managers in my workshops, I’ve had ample opportunity to teach, test, tune, and gain feedback on the Manager’s Operating System. While I’ve tweaked the verbiage, the ten programs, as I describe them, remain the same. They are:

1. Role Clarity

Does the manager understand their role and what their team needs from them?

2. Swift Trust

Is trust present in all relationships, and is the manager practicing Swift Trust to accelerate time-to-performance?

3. Rules of the Road

Are the group values and expected behaviors delineated, and are they present in daily activities?

4. Context for the Work

Does the manager and all the team members clearly understand how their work fits into the larger picture of the unit’s or organization’s goals and strategies?

5. Connection for the Work

Does the manager work tirelessly to observe and engage team members and help them uncover and apply their superpowers in pursuit of activities meaningful to them?

6. FLEX-Based Communication Approach

Is the manager meeting people on their terms, engaging with them based on their needs/styles, and not relying solely on an open-door policy?

7. Performance Coaching

Is the manager engaging, observing, and providing ample, quality, behavioral positive, and constructive feedback?

8. Career Coaching

Is the manager regularly exploring career thoughts and facilitating new experiences for learning and growth with team members?

9. Creativity and Critical Thinking

Is the manager fostering an environment and behaviors that encourage creative thinking and that teaches critical thinking in pursuit of problem-solving?

10. Cross-Organization Connection

Is the manager helping team members work laterally across organizational functions and develop their networks?

And one I’m flirting with adding to the Manager’s Operating System is: Continuous Learning—Is the manager actively involved in learning and growing while supporting the same for team members?

OK, That’s A Lot—As a Manager, How Do I Do All of That?

The initial reaction from many is to be overwhelmed by the number of programs in the Manager’s Operating System and the need to focus on them constantly. My gentle nudge back is, please tell me which one can go missing without affecting the quality of the working environment and the effectiveness of managers.

I have yet to have anyone suggest one of the programs be dropped.

The good news is that the first three programs are foundational and, once established, easily reinforced in daily engagement. The balance of the programs and the inherent work define the work essential for creating and supporting a healthy working environment and pursuing high performance.

The Manager’s Operating System is the Missing Job Description for Managers Striving for High Performance

I’ve read a few thousand job descriptions in my career. I’ve written a few hundred. Sadly, most miss the mark on defining what managers must do to be successful. They don’t identify the activities, behaviors, and constant reinforcement required for success in this challenging role. The Manager’s Operating System defines the actions and behaviors required for success in this challenging role and in this challenging era. The Ten Core Programs define the proper accountabilities and call out essential behaviors. You wouldn’t run your laptop or smartphone with a buggy, incomplete, or obsolete operating system. The same applies to your role as a manager. It’s time to boot up your Manager’s Operating System.

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