The traditional roles of authoritative managers and subordinate employees has changed and evolved significantly over the last decade. Contributor Mihaela Smadilo, Head of Talent and Culture – Oradian.
This shift in hierarchy can be directly attributed to the fourth industrial revolution, a rapid technological transformation that has impacted every area of the workplace and how businesses operate. The decentralised organisational-structure that technology brings means that organisations typically work with less friction, lower costs and a greater ability to be agile. All of which have a significant impact on the role of management and how managers interact with employees.
The role of a manager today is to provide direction and assure stability. It is becoming increasingly apparent that in all levels of an organisation, we need leadership far more than we need management. Successful managers are the ones who are great coaches, feedback-resilient, not reliant on positions of power, and usually possess skills that translate across different areas of the business.
In addition, it is becoming increasingly commonplace for talented individuals to join a business with skills that management don’t necessarily posses. Moving away from a ‘judgmental’ management style and using managers as coaches is an important shift that organisations need to make in order to retain such individuals and foster a positive working environment. Businesses need to focus on development, individual talents, shared responsibility, values and behaviours, and management plays an integral role in this.
Mission-driven companies are appealing to ambitious talent. The individuals with the most potential are not just looking for a paycheck, they are looking for purpose, prospects and development. Digital solutions, such as Slack, mean that conversations about the business and its direction are no longer restricted to the boardroom. How a business communicates internally directly impacts talent retention.
By sharing knowledge across the entire organisation, welcoming mistakes, encouraging feedback and coaching, employees will feel valued and really buy into the company mission. It’s therefore imperative that managers create an environment that supports the purpose of the organisation and behave in a way that reflects this purpose at all times.
