Regardless of whether it’s about occupational health management (OHM) or supporting change. Our managers are in a key position. They are closest to the employees, they experience their fears and concerns, they sense needs and also resistance in their teams. Is that the case? It would be nice. In reality, most managers initially have their own concerns – perhaps because they themselves are affected by change or simply because they are burdened with issues, whether professional or personal.
➡️ Managers are only human and therefore rarely perfect. If you want to support and lead others, you should sort out and work on your own issues.
According to a survey by Porsche Consulting (1) trust 59 percent of employees do not trust their manager and their communication. This is a glaring figure, especially when you put it in relation to the potential impact of the key position mentioned above. A survey by the Fraunhofer IAO 2 shows that trust, empathy and communication skills are the top three skills that people want from their manager. Mind the Gap!
➡️ If the conditions for a constructive relationship between managers and employees are not right, the best communication and the best offer will be of no use. We first have to work on the basis of a good relationship in order to build on it with other topics. These can be all kinds of topics. In the webinars, these were the BGM offerings (Staffbase) and resistance to change (DPRG).
The role of Internal Communications (IC) was a topic in both talks – also and always in interaction with HR. How can they best support managers? To find this out, they need to engage in an exchange. Where is which form of support needed? Do managers first need time and help to work on themselves, or are specific communication tools and content already required?
➡️ If managers are prepared to build trust, show empathy and communicate openly, then they can become effective in their various roles. IC and HR can accompany them on this path from the very beginning: Through questions, regular exchanges, coaching or training offers, feedback discussions and concrete measures.
The webinars focused on two different types of managers: those working in production (Staffbase) and C-level (DPRG). It was interesting to note that the approach to the support services is actually the same, although the barriers to access differ. This was also confirmed by the comments and questions from the audience: The most common problem at C-level is the hierarchical distance to internal communication, a pronounced resistance to advice and little willingness to reflect (on communication). For managers in production, it is more of a challenge to convey the relevance of communication in order to build on this and then pass on the relevant skills (yes, this was actually about male managers in a male-dominated team structure).
➡️ At C-level, the IC must have the courage to repeatedly offer itself as a consultant. Facts, figures, surveys and know-how help to make your voice heard. The impact increases when you work with colleagues from HR.
Persistence is also required from colleagues in production. Routines involving personal discussions on site are essential in order to establish proximity and be recognized as support with added value.
➡️ Let’s be clear: the tasks of managers are immensely varied. Supporting them takes time – for analyzing needs, planning, exchanging ideas, monitoring and reflecting. This time is an excellent investment for organizations that want to optimize their own communication.
(1) Source: Porsche Consulting – Change Management Compass 2020/21 & 2023
(2) Source:Fraunhofer IAO
Photo by Rob Laughter on Unsplash