Have you ever been inspired by, or demotivated by a line manager? Either way you’ll know the impact that relationship can have. In many ways, how we experience the organisations we work for is influenced by our line managers. Ask anyone what they think of the culture where they work, they’ll probably base their reply on the quality of that relationship.
Not for nothing do we hear that phrase ‘well, I joined the organisation but left because of my line manager’. All of which means that, when it comes to creating the kind of culture that will inspire your people to stay and do great work, a lot rests on their shoulders. The line manager is so influential or pivotal that it’s often how your people will judge your culture.
And this is why I think our line managers deserve a little support. Given the influence they have on engagement, retention, productivity, motivation – the list goes on – I think it’s not only fair, but a very wise investment to make.
This article isn’t about what makes a good line manager – it’s about what needs to be in place to support them to be great line managers.
Line managers need role models too
If you want them to inspire and influence, then your own leaders need to do just that. We often model the behaviours of those we respect and admire and some of the best leaders I have worked with set those examples. Your leaders need to show interest in their managers, taking the time to share the big picture and purpose behind where the organisation is going. They should be accessible and approachable for everyone of course, but sessions to take the vision to line managers will, in turn, help them inspire their teams.
Allow your line managers to fail
If this sounds like a strange thing to say, it isn’t. It’s how they will learn. If it’s seen as a learning experience it won’t be lost on them when people in their own teams make mistakes. A learning culture will help line managers take risks, try new ideas and feel empowered while learning from those mistakes. A blame culture will be negative, demotivational and potentially encourage them to blame others. No one wants a line manager like that.
Give them a road map
Or in other words, a development plan. If they don’t know where they are heading themselves, it’s hard to expect them to take their people with them. Helping line managers to develop equips them to do the same for their team. This is another benefit of a culture that invests in learning. For line managers in particular, their plan should include guidance in managing teams and getting the best out of their people. Their plans should be regularly reviewed to meet their changing development needs, don’t let them gather dust.
