The Manager Skills Gap

In this article, we want to address the gap. We explore the evolving role of managers and the skills they need to succeed in the role.

The Evolving Role of Managers 

A rapidly changing business environment has reshaped what’s expected of managers. It is no longer a question of managing tasks and deadlines, but a complex interplay of business and people responsibilities.

• Developing People: Managers today are actively involved in the personal and professional growth of their direct reports. This includes supporting their ongoing skill development, their wellbeing and their career progression.
• Managing change: In an increasingly complex work environment, change is constant. Economic shifts, technological advancements and evolving customer demands require constant adaptation. Managers must navigate their way through this shifting landscape and help their teams stay resilient through change.
• Harnessing the potential of diverse teams: Diverse perspectives and experiences are essential drivers of innovation and collaboration. Teams now span multiple generations, backgrounds and working styles. Managers must understand and respect these differences to harness the full potential of their team.
• Creating an enabling team environment: Managers are not just there to ensure tasks get done. Their role is to create an environment that enables the team to work effectively. This means fostering a culture of collaboration, trust and support so that team members feel motivated and empowered to do their best work.
• Supporting team wellbeing: Employee wellbeing has become a business priority. Managers must be able to spot signs of burnout, create supportive environments and ensure work-life balance without sacrificing productivity.

Essential Skills for Managers Today 

To bridge the skills gap, managers need both practical and people-focused capabilities that go beyond traditional task management.

• Effective communication: Clear, transparent communication builds trust and prevents misunderstandings. Managers must explain complex ideas simply, listen actively and adapt their communication style to suit different team members.
• Psychological safety: Teams perform best when people feel safe expressing their views without fear of blame or rejection. Managers must know how to create a supportive environment where open dialogue and curiosity are encouraged and where mistakes are seen as an opportunity to learn.
• Giving and receiving feedback: Constructive feedback is the foundation for continuous improvement. Managers need to know how to deliver feedback that is specific and actionable. They also need to engage their team in the feedback process. Doing so creates a highly motivated team committed to their ongoing development.
• Coaching skills: A coaching approach transforms managers into catalysts for creativity, learning and growth. This means mastering the art of active listening and employing powerful questioning techniques that motivate change. Rather than commanding and directing, managers who coach identify blocks to progress, facilitate problem-solving and challenge their team to progress and grow.
• Supporting team wellbeing: Managers need to be able to identify wellbeing concerns early and provide appropriate support. This includes recognising when employees need help, having wellbeing conversations and directing them to relevant resources.
• Managing pressure: Effective management begins with the ability to balance team pressure. When managers are able to identify pressure points that drive unhealthy strain, they can intervene early to prevent burnout and ensure their team maintains optimum performance.
• Leading through change: In times of change, managers must provide the stability needed for team success. They are aware of their team’s emotional reactions to change, and they know how to support them through the change process. They take ownership of their behaviours and develop essential communication skills to lead their team through change.
• Resilience: To navigate the inevitable pressures and challenges of their role, managers must cultivate their personal resilience. This means proactively developing the mindset and behaviours that protect against stress and burnout.

How organisations can support their managers 

Author Bio: Sandra Ordel is a Senior Business Psychologist specialising in workforce resilience and neuropsychology. She supports organisations worldwide to build resilient teams and cultures of healthy performance.