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Managers are expected to manage the performance of their teams. There is an inherent accountability to deliver results. Yet it is important to do so in the context of truly caring for the people who are tasked with executing on the goals 鈥� not as a means to an end, but for the sole purpose of tending to the relationships that shape team dynamics. Managers are responsible not just for the results 鈥� but for creating a workplace that generates excellence and confidence.

Honestly, I鈥檝e never been a fan of the term 鈥渉uman resources.鈥� It sounds like people are on the same plane as other resources like equipment, software, or money. It feels too removed from the human spirit 鈥� the fuel that ignites curiosity, innovation, and problem-solving.

Managing performance is an everyday experience in the workplace. How you manage performance matters. When you do it in a human-centric, connective way, it becomes about getting results and building relationships. They are intertwined, with no hidden agenda and occurring while a culture of growth is being built.

If managers tend to their teams just to get certain desired outcomes, it feels transactional, even manipulative, which fails to build team cohesion or trust. Think of investing in people as less of a 鈥渟hould鈥� and more of an opportunity to create resiliency in relationships simply because it generates a more rewarding experience of working together. Authentic, supportive human connections are vital to weather the inevitable ebbs and flows of life. As a by-product, teams that feel connected go the extra mile for each other and for the common goal. They are eager to see each other, and the collective, succeed.

While people generally want to be part of something bigger than themselves, if we leverage their contributions for the good of the organization but fail to honor the individual experience, we likely will find our people feeling unappreciated, growing in their resentment of the demands of the job, and possibly burning out. The tolls to the organization can range from lower quality work, decreases in efficiencies, increased drama, quiet quitting, and higher turnover.

Most managers I know do care deeply about their people. They just don鈥檛 always understand how to convey that in the context of work while making sure they achieve the results.

Recognize that it is not an either/or proposition. It is also not an artificial cheerleader speech. It鈥檚 about slowing down and being present. As you practice the art of paying attention, you will begin to notice strengths to leverage, contributions to appreciate, wins to celebrate, stress to mitigate, issues to resolve, conversations to have, and energy to boost or channel.

It is also about being honest, supportive, clear, empathetic, and courageous enough to provide real (and timely) feedback. It鈥檚 nurturing 鈥� not coddling. Nurturing builds capacity at the individual, team, and organizational levels, while coddling is disrespectful and counterproductive.

Recently I witnessed a well-intended client send a talented associate to leadership training and revised the team structure to address the individual鈥檚 poor people management skills. To be fair, they had some conversations with this associate about his struggles, but not in a way that generated any substantive change or accountability for his actions. Investing in training is not the same as investing in real dialogue about issues that are sabotaging the person鈥檚 ability to be effective in their role.

How can you invest in your team in a more profound way?

• Make and keep your 1:1 meetings with your direct reports. Slow down and create space for meaningful dialogue. (Email me if you would like a copy of my 鈥淕uide to more meaningful check-in conversations.鈥�)
• Commit to being transparent. If there is an issue, address it quickly, consistently, and with absolute clarity. You will build respect and trust when you say what you mean in a kind, unequivocal manner.
• Keep your fingers on the organization鈥檚 pulse. That means not just the dashboard of key performance indicators, but the overall health and well-being of your employees. One way to do that is to sharpen your observation skills. Notice not just the obvious behaviors or what is being said, but how engaged someone is, how frustrated or stressed they might be, and how restless they are. These clues can open a new and different conversation.
• Get to know your people. Understanding their motivators, strengths, challenges, preferred ways of being appreciated, communication styles, ambitions, and what matters most to them are all worthy investments of your time and energy.
• Show up authentically. When you reveal your own humanity, you invite others to do the same. In this space, you can create a work community in which people value each other and the shared pursuits.
• Become a better coach. Learning how to move from being the manager of a team, a project, or an initiative into the mindset of coach requires an intentional shift in how you show up. It means learning how to ask really good, open-ended questions 鈥� the kind that spark new thinking and raise one鈥檚 awareness. When coaching, you allow your direct report to drive the conversation鈥檚 agenda. It is a space of not telling someone what to do, but asking how they will move forward. You can set goals together that inherently have more buy-in. It generates more personal accountability, autonomy, and a truer sense of co-creating the experience.
• Mentor someone in your organization who is not your direct report. Think of it as serving as a trusted sounding board invested in their professional success. Last week when I emceed the Women in Construction Week event 鈥淎 Force to Be Respected,鈥� the room was full of mentors with wise counsel to share. Their impact was immediate 鈥� participants left feeling seen and inspired!

What conversation do you need to have in a new way? With which team member are you ready to bring more of yourself into your exchanges? The investment you make will make a powerful difference in results and relationships.

Karen Natzel is a business therapist who helps leaders create healthy, vibrant and high-performing organizations. Contact her at 503-806-4361 or [email protected].

The opinions, beliefs and viewpoints expressed in the preceding commentary are those of the author and do not necessarily reflect the opinions, beliefs and viewpoints of the Daily Journal of Commerce or its editors. Neither the author nor the 91视频 guarantees the accuracy or completeness of any information published herein.