The Manager Squeeze: Howthe New Workplace Is TestingTeam LeadersBY BEN WIGERT AND HE ATHER BARRET TSTORY HIGHLIGHTSManagers are more likely to be burned out and disengaged than their teamsBudget cuts, added responsibilities and restructured teams add complexityT o reduce the squeeze, follow four pieces of adviceBeing a manager has always been challenging, but being the boss usually comes withits perks. Unfortunately, today its mostly just a tough job.Currently, managers are more likely than non$-$managers to be:disengaged at workburned outlooking for a new jobfeeling like their organization does not care about their wellbeingWhile the workplace overall has generally struggled with these issues since $2021,$ thedecline has been particularly pronounced for managers.Clearly, weve entered a new era. Organizations are trying to find their way in a post$-$pandemic world. From new business strategies to changes in the marketplace toremote work, both what businesses are trying to achieve and how theyre operatingare considerably different than before.Managers form the bridge between leadership and the rest of the organization, whichmeans they are often caught between employees and leaders expectations. Duringtimes of change, thats a recipe for burnout.Subscribe to the Gallup at Work newsletter to create an exceptional workplace. $()$ RequiredEMAIL ADDRES S$**$The Squeeze Is Real: Whats Causing It$?$Changing Business NeedsWhen Gallup asked managers what changes their organization made in $2023,64\%$said employees were given additional job responsibilities, $51\%$ cited therestructuring of teams and $42\%$ reported budget cuts.In short, managers now have more work to do on a tighter budget with new teams.Economic uncertainty has led to layoff fears in some industries. While only $12\%$ ofleaders and managers report that their company is reducing their workforce in $2023,$specific industries like technology and finance have been disproportionately affectedby layoffs at rates higher than the national average.T o make matters worse, Gallups most recent survey of Fortune $500$ CHROs foundthat middle managers are at the greatest risk of losing their jobs, within companiesundergoing layoffs in $2023.$ This means the remaining managers will likely be leadinglarger teams.In short, most managers now have more work to do ona tighter budget with new teams.This site is protected by reCAPTCHA and the Google Privacy Policy and T erms of Service apply.SIGN UPCOUNTRY OR REGION$*$SELECT ONE Employees Unmet NeedsEmployees needs remain largely unmet in the workplace. Employee engagement hasbeen in a slump since $2021$ and only recently started making a slow crawl back. Thebiggest causes of this trend are fundamental failures in performance development: $1)$unclear expectations at work, $2)$ feeling disconnected from the mission of purpose ofthe organization, and $3)$ lack of opportunities for development.Whats more, organizations are not meeting employeeswellbeing needs. Amidrampant work$-$related stress and mental health concerns, employees are demandinga better work$-$life balance. Y et$,$ they do not believe their employer cares about theirwellbeing.Its no surprise then that exceptional talent is looking elsewhere in a strong job marketand managers continue to battle significant staffing problems. While keeping qualityworkers is part of a managers job, they themselves are feeling this same lack ofdevelopment and wellbeing support as those they are trying to retain.Remote and Hybrid WorkRemote work has done a lot of good things for organizations, from reducing costs toexpanding talent pools. However, remote work requires more effort in coordination,teamwork and culture. And managers bear much of the responsibility of overcomingthese challenges.Managers are not only responsible for upholding the organizations remote and hybridwork policies but also for tailoring these guidelines to each team members uniqueneeds. Naturally, managers are often caught between enforcing rules that support theteams success and addressing the unbridled autonomy employees frequently desire.In a worst$-$case scenario, managers are enforcing an unpopular organizational policyamong employees.These challenges often intensify as the amount of remote work time increases.Gallups research shows that most leaders and managers are more confident atmanaging hybrid workers than fully remote employees.Loosening the SqueezeWhat can leaders do to loosen the manager squeeze? Based on Gallups analysis, werecommend focusing on:$1)$ Better Leadership CommunicationT o effectively implement leadership decisions, managers need consistent and clearcommunication. Unfortunately, only three in $10$ managers strongly agree theirsupervisor keeps them informed about what is going on within their organization.By providing straightforward, regular communication about organizational prioritiesand policies, managers can reinforce and communicate priorities more effectively totheir teams. In addition, involving managers in these decisions fosters a strongersense of ownership$\mathrm{.}2)$ More Training and DevelopmentOnly $48\%$ of managers strongly agree that they currently have the skills needed to beexceptional at their job.Organizations are not teaching managers to have meaningful conversations at theright frequency with their teams. They receive little training on best practices inemployee engagement and performance development. And they are often on theirown when it comes to identifying their teams strengths and coaching them withthose strengths in mind.By providing straightforward, regular communicationabout organizational priorities and policies, managerscan reinforce and communicate priorities moreeffectively to their teams.Whats even more concerning is that the future of the office is a hybrid workenvironment, and only three in $10$ hybrid managers have received any formal trainingon leading hybrid teams. The manager makes all the difference for hybrid employees:Having a great manager is nearly four times more important than an individuals worklocation when it comes to their engagement and wellbeing$\mathrm{.}3)$ Coaching Support to Prevent BurnoutGallups recommendation of having a meaningful weekly conversation with each teammember applies to coaching managers too. If you want to truly support yourmanagers, spend more time with them. Managers need to feel their leaders care andthat theyre receiving continuous development in their careers while balancing theirpersonal wellbeing.It can be difficult for managers to ask for help. But taking the time to connect withthem, checking on their wellbeing and showing genuine concern will foster trust andencourage them to share their experiences. This coaching strategy can help you spotearly signs of burnout before they escalate to resignation$\mathrm{.}4)$ A Community of Shared AccountabilityWhile managers jobs are to create a productive community within their team, they arealso part of their own community of managers. Frequent interactions among peersenhance collaboration, coordination, best practice sharing, leadership advice andemotional support.The most rewarding parts of being a manager often come from strong partnershipsand friendships. But busy schedules and remote work can hinder these kinds ofsupportive, informal interactions. Leaders must intentionally build a community ofmanagers that nurtures peer relationships and mentorship.Moreover, managers need to feel that their own team supports them. When a teamtruly takes shared accountability for their success and culture, managers can shifttheir focus to empowering their team to succeed rather than constantly putting outfires or doing the work themselves.Managers at Their BestManagers enjoy many benefits: Their opinions matter more, theyre closely involved inthe organizations strategic decisions and they experience greater autonomy in theirrole. Managers are usually more self$-$directed, and leaders expect managers to speakup and take initiative. They are part of a leadership team that provides camaraderieand emotional support.Being a manager should be deeply rewarding. The best managers build positiverelationships with their team members and enjoy watching them develop and grow intheir careers. They get to see a team come together and achieve something special.A managers work is largely social, and its this interpersonal part of the job that manymanagers like most.Despite these advantages, changing business demands and hybrid work havecomplicated how we collaborate, leaving managers feeling more isolated anddisconnected than in the past. But these new challenges are not permanent orinevitable. Through the right coaching and support, managers can find their way outof the squeeze.Frequent interactions among peers enhancecollaboration, coordination, best practice sharing,leadership advice and emotional support.Support your managers as they navigate the new workplace:T each managers how to develop employees strengths, improveengagement and coach performance.Stay up to date on trends concerning managers and their teams.Learn more about the benefits and challenges of being a manager byreading Gallups perspective paper.Please make summary