{"id":12035,"date":"2021-11-02T12:00:58","date_gmt":"2021-11-02T12:00:58","guid":{"rendered":"http:\/\/blog.intercom.com\/?p=12035"},"modified":"2021-11-02T15:37:11","modified_gmt":"2021-11-02T15:37:11","slug":"people-leave-managers-not-companies","status":"publish","type":"post","link":"https:\/\/www.intercom.com\/blog\/people-leave-managers-not-companies\/","title":{"rendered":"People leave managers, not companies \u2013 4 ways to better support your team"},"content":{"rendered":"

Across the US, people are quitting their jobs in record numbers.\u00a0<\/span><\/p>\n

This year, it’s estimated that approximately one in four people have quit their jobs<\/a>, and those positions are remaining open for much longer than expected. <\/span>Countless theories have tried to explain the \u201cGreat Resignation\u201d we’re experiencing, but none have managed to pinpoint an exact cause. <\/span><\/p>\n

That\u2019s likely because there isn\u2019t just one cause \u2013 the pandemic has pushed underlying issues to the surface, triggering a widespread re-evaluation of what\u2019s important in our work lives. One thing that will always be on that list, however, is good management.<\/span><\/p>\n

It’s not me, it’s you<\/h2>\n

The data suggests bad management is a real and significant issue. According to data from <\/span>DDI\u2019s Frontline Leader\u2019s Project<\/span><\/a>, 57% of people have left a job to get away from a bad manager. In fact, Gallup found that <\/span>70% of the variance in employee engagement<\/span><\/a> depends on the manager.<\/span><\/p>\n

Yet few managers ask themselves the hard questions: am I the reason people are leaving? Was it because of something I did, or something I didn\u2019t do? In my experience, managers suffer something akin to the <\/span>Dunning-Kruger effect<\/span><\/a>. They assume they\u2019re not the problem, their employees are.<\/span><\/p>\n

Just look at the data to see where managers are laying blame. A survey of 5,247 hiring managers<\/a> who\u2019d hired 20,000 employees said that after 18 months 46% of newly hired employees failed and only 20% achieved success.<\/p>\n

\"Good<\/p>\n

According to the managers, the most common reasons new employees failed were:<\/p>\n

<\/p>\n

And what was the biggest takeaway for managers interviewed? They needed better interview processes to weed out the failures before they joined their teams.<\/p>\n

To any rational person, this makes no sense. The common denominator isn\u2019t the 46% of employees. It\u2019s the managers. Is the problem really that half of the people couldn\u2019t learn or care about their new job? Or was it that a smaller number of managers overestimated their own abilities to teach, connect, and inspire their new hires?<\/span><\/p>\n

I\u2019ve led teams of engineers for almost a decade but when I look back at my own management career I regularly thought I was a \u201cgood manager\u201d, at times even a great one. I attributed any problems I encountered to the people I managed rather than myself. Looking back now it\u2019s clear I was actually a blindingly naive, over-confident, under-skilled, inexperienced manager who made lots of mistakes.<\/span><\/p>\n

This management overconfidence is a trap I see many others falling into, but it can often be avoided by following a few of the steps below.<\/p>\n

1. Always ask for advice<\/h2>\n

As a software engineer, no matter how senior you are, you always seek code reviews before deploying new code to production.\u00a0<\/span><\/p>\n

The same is true for managing people. You should always be asking for peer review on a people management problem before you take action, whether that\u2019s from your own manager or your HR team. The bigger the potential consequences of your action, the more thorough you should be about getting help and peer reviews before taking it.<\/span><\/p>\n

\u201cIf there’s someone on my team who\u2019s not performing as well as I\u2019d like, I ask for help on how to coach them differently\u201d<\/p><\/blockquote>\n

Now, when I have a performance review to write I talk it through with my peers or my boss before delivering it. If there’s someone on my team who\u2019s not performing as well as I\u2019d like, I ask for help on how to coach them differently. You can do this for pretty much everything, people-related or not, and get a better outcome as a result. <\/span><\/p>\n

The moment you think you\u2019ve really nailed your management skills is when you\u2019re most vulnerable to failure.<\/span><\/p>\n

2. Don\u2019t blame, own<\/h2>\n

Ownership is an important part of how we do things at Intercom, and it applies as much to managing people as it does to engineering. It\u2019s not in our culture to say \u201cthat\u2019s not my problem\u201d or \u201cthat\u2019s not my fault.\u201d<\/span><\/p>\n

Yet as a manager it\u2019s all too easy to abdicate responsibility and blame the person on the other side of the table when they are not doing as well as you\u2019d like. The fact is that every person you manage is different. Just because one management style worked with the previous three team members and not with the person in front of me doesn\u2019t make it their fault. Like a good sports coach, managers aren\u2019t judged on the performance of individual players, but on the team\u2019s effort. The onus is on you to make sure you’re catering your management style to suit each team member.<\/span><\/p>\n

\u201cI often discover the best next step is not giving \u2018constructive feedback\u2019 to someone on my team about their mistakes; it\u2019s requesting feedback on how I can better support them in future\u201d<\/p><\/blockquote>\n

I have to constantly check myself to make sure I\u2019m taking ownership for the relationships in my team and doing everything I can to make things better. Instead of assigning blame to others when things go wrong, I try and figure out my own role in the situation. What are the things that I have done, or not done, that have contributed to the problems at hand?<\/span><\/p>\n

If I have any trouble identifying these, I go back to step one and ask for advice from my peers. After this exercise I often discover the best next step is not giving \u201cconstructive feedback\u201d to someone on my team about their mistakes; it\u2019s requesting feedback on how I can better support them in future.<\/span><\/p>\n

3. Give feedback with empathy<\/h2>\n

Giving feedback is your most powerful tool for growing your people and your team. It\u2019s also one of the hardest to get right. Do it wrong, and you\u2019ll turn your most proactive tool into something destructive.<\/span><\/p>\n

Before I deliver any feedback I set aside some time to understand how the other person might receive the feedback. Is it likely to be high-fives all round? Or might they feel hurt or upset? Try to pay particular attention to the wider implications of the feedback you\u2019re giving.\u00a0<\/span><\/p>\n

Candid feedback could motivate a seasoned engineer looking to step up to the next level, but dishearten a recent hire who\u2019s finding it hard to settle in. Don\u2019t give feedback in a moment where the tone or timing isn\u2019t right. Use your emotional intelligence and empathy. You can always save your feedback for another time, and a more private or less stressful setting.<\/span><\/p>\n

4. Savor your success<\/h2>\n

One of the best things about being an engineer at a fast-moving company is the feedback loops. You can prioritize, design, build, and ship into the hands of users \u2013 all within a week. These feedback loops are fuel for your team\u2019s morale; they have a positive influence on your team\u2019s productivity and power each team member\u2019s happiness and job satisfaction.<\/p>\n

\u201c<\/span>It\u2019s easy for managers to get caught up with looking forward all the time, or focusing exclusively on problem areas\u201d<\/span><\/p><\/blockquote>\n

Unfortunately, as your company grows, those feedback loops can get longer and longer. Added to that, managers in larger companies tend to have their eyes further out on the horizon, planning for a few quarters down the line \u2013 it’s easy for managers to get caught up with looking forward or focusing exclusively on problem areas. In these situations, it’s more likely that your team’s shields will drop. They’ll feel under-valued, just another cog in the machine.<\/p>\n

Celebrate your team\u2019s successes and let team members know they\u2019re making an impact. You don\u2019t have to hang bunting from the ceiling. It could be as simple as giving someone detailed, timely feedback on something they did really well, passing along some positive feedback you received from your boss about your team\u2019s recent work, or praising someone\u2019s work in a Slack channel.<\/p>\n

Great managers build great companies<\/h2>\n

When you stay humble, ask for advice, own rather than blame and give feedback with empathy, you\u2019re on the path to being a good manager. But as we\u2019ve seen, success as a manager breeds complacency, and it\u2019s all too easy to fall into bad habits of overconfidence. <\/span><\/p>\n

Once you think you\u2019ve really nailed your management skills, that’s when you\u2019re most vulnerable to failure. You need to constantly revisit what it takes to be a good manager, or risk losing your best people for good.<\/span><\/p>\n

Can you see yourself working at Intercom? We\u2019d love to talk to you \u2013 check out our open roles<\/a>.<\/p>\n\n","protected":false},"excerpt":{"rendered":"

The pandemic has pushed underlying issues to the surface, triggering a widespread re-evaluation of what\u2019s important in our work lives. One thing that will always be on that list, however, is good management.<\/p>\n","protected":false},"author":137,"featured_media":12036,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"category":[1],"tags":[115,335,496],"coauthors":[400],"class_list":["post-12035","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized","tag-company-culture","tag-engineering","tag-management"],"yoast_head":"\nPeople leave managers, not companies \u2013 4 ways to support your team<\/title>\n<meta name=\"description\" content=\"57% of people have left a job to escape a bad manager. 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