Hey Managers: The Team’s Success Hinges on Your Leadership

We talk a lot about company culture and individual performance, but often overlook the most crucial relationship in any organization: the one between a manager and their team. 

Think about it. A motivated team can overcome significant obstacles, while a disengaged one can squander even the most promising resources.  

And who's at the center of that dynamic? You, the manager.

Don’t believe me? The presence of a supportive manager can more than double employee engagement, and managers account for more than 70% of the variance in team engagement.

In previous posts, I've explored the importance of feeling a connection to a company’s mission and the critical role that camaraderie and teamship play in fostering high-performing teams. 

But the manager-team dynamic deserves its own spotlight. It's the linchpin, the fulcrum upon which team and company success depends.

The Current State of Manager-Team Relationships

New research from Gallup uncovered a concerning trend: employee engagement has sunk to the lowest we’ve seen in a decade, particularly among younger workers and those in industries like technology, professional services, and finance and insurance. 

The study found three critical gaps where engagement currently lacks:

• Clarity of expectations
•  Feeling that someone at work cares
• Opportunities for development 

All three of these are controllable. Even still, the report is a wake-up call for managers—and a flashing red fire alarm for company leaders. 

Because it’s not just employees who are disengaged. More than two out of every three managers are disengaged, too. 

Being a Manager is Hard. Being a Great Manager is Nearly Impossible.

Today's managers face significant friction in their quest to build engaged and high-performing teams. The workplace has undergone a dramatic transformation in recent years that has become more complicated by changes in the way we work, generational dynamics and the never-ending pressure to do more with less.

According to research from CMI, 25% of the workforce has management responsibilities, and a whopping 82% of managers fall into the category of "accidental managers." 

That means exactly what you think it does: these managers were promoted to leadership positions without proper training or the necessary skills to effectively manage a team. This statistic highlights a significant issue where many managers have been thrust into their roles simply because they excelled as individual contributors rather than having required or relevant leadership abilities.

One of the biggest challenges managers have faced in recent years is the shift to remote and hybrid work. While many workers demand flexibility and autonomy, it does change the way managers need to build effective relationships, communicate expectations, and stay informed on the full body of work and challenges of their team. New strategies and tools are required to stay connected with their teams and ensure everyone is working together effectively.    

Economic uncertainty, inflation, and persistent layoffs have created a stressful environment for many employees. Managers are tasked with maintaining morale and productivity in the face of major headwinds—to do much more with much less.  

Navigating this change requires strong leadership skills, empathy, and the ability to motivate and inspire teams, even in difficult times.

But “accidental managers” are ill-equipped to navigate these challenges. We’ve thrown the very team who can mollify our engagement crisis to the wolves. 

That’s what’s broken. How do we fix it?

What makes the manager/employee relationship successful boils down to a few simple ingredients:

• Trust: This isn't just about believing your team will meet deadlines. It's about creating an environment where they feel safe to take risks, voice dissenting opinions, ask for help and admit mistakes. Trust is earned through consistent, transparent communication, vocalizing both wins and opportunities, and genuine care for your team's well-being.

• Psychological Safety: Psychological safety is the bedrock of high-performing teams.  When team members feel safe to be themselves, without fear of judgment or reprisal, they're more likely to contribute innovative ideas, challenge the status quo, and learn from their failures. As a manager, you set the tone for this. Are you creating a space where vulnerability is welcomed, or one where it's punished?

• Transparency: Ambiguity breeds confusion and frustration. Be clear about expectations, provide regular feedback (both positive and constructive), and actively listen to your team's concerns. Don't assume they understand what you're thinking. Over-communicate rather than under-communicate.

• Mutual Respect: This should be a given, but it's worth emphasizing. Respect your team's expertise, acknowledge their contributions, and treat them as individuals with unique strengths and perspectives. A respectful environment fosters collaboration and boosts morale.

Seems straightforward. In practice, it’s much harder. 

Trust, psychological safety, transparency and mutual respect sound great in theory. But how do you actually create a work environment where managers and their teams don’t just survive—they thrive? 

The answer isn’t rocket science. Start with regular, good old-fashioned one-on-ones. Nothing says “I value you” more than dedicating time and attention to a conversation that never (and I mean never) gets canceled. 

But here’s the catch. These meetings only work if they’re useful for both the manager and the employee. That means coming prepared with a solid agenda that balances work discussions with personal connection. 

A successful one-on-one should cover: 

•  relationship building
• goal and growth conversations
• celebrations
• feedback

For real impact, these conversations should also tie back to company goals and values. When check-ins focus on both personal development and business objectives, employees get the guidance they need to adjust, improve and grow.

A strong one-on-one muscle also solves one of the biggest hindrances to effective manager/team relationships: porous performance reviews. Too often, disconnected review processes are built wholly on scattered recollections rather than a full picture of someone’s work.

When recognition and feedback only happen once or twice a year, important wins get forgotten, challenges get overlooked, and employees miss out on the timely positive reinforcement and coaching they need to improve.

And the manager/employee relationship deteriorates. 

Instead of scrambling before review time, managers should keep an ongoing log of key moments—big achievements, growth opportunities, and coaching conversations. It creates a more accurate, fair, and meaningful performance discussion when review season rolls around.

But more importantly: it supports employees in the moment and builds real, lasting relationships.

The truth is, strong manager-team relationships aren’t built in a day. They require consistency, effort, and a genuine commitment to helping people succeed. When you invest in these connections, performance improves—and so does the overall work experience.

Want to learn more? Schedule a chat with our team today!