Let's meet in the middle: Bridging the employee-manager gap

The employee-manager dynamic can be fraught, even in workplace environments that are otherwise highly functional and ...

The employee-manager dynamic can be fraught, even in workplace environments that are otherwise highly functional and non-toxic. This is sometimes a matter of specific personality clashes; other times, it’s a symptom of a broader issue within the organization. No matter where those problems are rooted, Work.software is designed to smooth them out, facilitating healthier, more productive relationships among coworkers up and down the ladder.

If you’re in a senior leadership position, it’s probably been awhile since you, well, weren’t. The path to the executive level is paved with invaluable lessons and obstacles — learning experiences that built you into the seasoned manager you are today.

Take a moment to think back to those early years, way before you were at the head of the conference table. You sat in one of the “less important” chairs. Today, your organization is largely powered by the people who sit in those seats. It’ll take time before they’re ready to move into leadership roles, and in fact, some will never be on the managerial track. 

Keep thinking about when you were the one around that table, not at the head of it. How often did you have a really good idea? How often were you asked to share it? Did your manager always know better than you did about how to do your job?

A lot of managers make this critical mistake: Because they’re higher on the corporate ladder, they develop a belief that, surely, they must know best. Or perhaps they realize they don’t know best, but they worry that seeking input from lower-ranked people undermines their authority. Attitude is everything, and sometimes in order to initiate positive change, people need to reevaluate their own habits. 

Work.software helps teams untangle this all-too-common dynamic. Talent shines at every level of an organization, and that’s something to embrace, not suppress.

It’s important for managers to understand that receiving feedback isn’t a signal of impending mutiny. In fact, it’s usually the opposite: Employees who take the time to articulate issues are generally more invested in the work that they’re doing. They want to improve productivity and efficacy, in turn building a more sustainable operation.

Of course, that doesn’t mean that employee suggestions will always be without flaws. Both employees and supervisors have priorities, and they won’t always overlap. That’s why it’s important to employ a communication platform that invites users to discuss, collaborate, and ultimately blueprint on the most optimal solution.

Similar posts