Story by Michelle Goodman
Editor's note: This story originally appeared in the fall 2024 issue of ASU Thrive magazine.
By now, we’ve all heard the statistics: Most U.S. workers feel detached from their employers, according to Gallup surveys. Also, an often-cited Harvard Business Review survey found that 58% of workers trust strangers over their boss.
“Leadership is probably one of the top five or six reasons for employee turnover,” says Peter Hom, a professor of management and entrepreneurship at ASU. He studies employee retention, and turnover.
So, how do you become the manager that workers respect and trust?
Employees who learn at work experience less anxiety and stress.
Harvard Business Review
Get to know employees
Show direct reports you care by taking an interest in their hobbies and families and learning more about them as individuals outside the office.
People who experience positive exchanges with their manager tend to feel more engaged and satisfied at work, which makes them want to stick around, Hom says.
Set them up for success
Workers need to know precisely what you’re asking them to do, Hom says. Provide an accurate job description and clarify what results you expect.
Don’t hover or micromanage. Instead, give your staff the necessary information, resources and tools and grant them autonomy.
Make yourself available for any challenges or concerns people have along the way. For example, answer quick questions in your company’s chat tool, meet weekly to check in during big projects, and make yourself available for a quick 10-minute phone call or meeting to help them through a roadblock.
Earn their trust
Workers who trust you are more likely to remain loyal to you, says LinkedIn Learning expert Laurie Ruettimann, who leads the online course “Be the Manager People Won’t Leave.”
Credit individuals for their wins and brag about their work with your higher-ups, Ruettimann says.
Support your team members during difficult interactions with customers, co-workers or other divisions of your company, whether by stepping in as a buffer or offering advice.
Let direct reports know they can come to you with any mistakes they’ve made on a project. Then, handle these conversations with patience and respect.
Champion their career development
In her LinkedIn course, Ruettimann suggests encouraging staff to spend 10 minutes a day learning something new through an online course, article or conversation with a colleague on another team.
Besides broadening their professional horizons, Ruettimann says, “Employees who learn at work experience less anxiety and stress,” citing Harvard Business Review research.
In addition, listen to your direct reports’ career aspirations and help craft a path of advancement for them within your organization, Hom says.
Empower reports to weigh in
Open communication with your team shouldn’t stop at project specs and deadlines. Workers want to know that leadership hears their feedback on daily business operations.
Unfortunately, two of three employees feel that they don’t have a voice with their boss or employer, according to a report by UKG, a provider of HR, payroll and workforce management solutions. The report also found that a third of employees would rather resign or transfer teams than air grievances with higher-ups.
Hom recommends not waiting for exit interviews to hear what workers think. Instead, he suggests conducting “stay interviews” that allow people to share what’s going well in their role, what isn’t and what changes they’d like to see in their work or the company. You also can solicit feedback anonymously using an online survey tool.
Advocate for change
Show your team they can count on you to prioritize their interests. Consider your team’s feedback when working with adjacent teams and leadership to improve processes and overcome challenges.
Report back to your team on the results, even if the only news you have to share is that leadership still needs to implement changes. Employees place a high premium on manager transparency and integrity. Showing them yours is one more way to let them know you care.
Put it into practice
Whether you realize it or not, your employees value the quality of their relationship with you. Being an empathetic, supportive boss that your people know they can trust will go a long way toward keeping your team happy and intact.
Michelle Goodman is the career columnist for The Seattle Times; her work also has appeared in The Washington Post and The New York Times.
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