Responding to a Growing Call for More “Human” Bosses
Responding to a Growing Call for More “Human” Bosses
At a time when the workplace remains in a state of upheaval, delivering an optimal employee experience is a front-and-center issue for those organizations seeking stability and growth.
One place to start might be with a hard look at how people are managed. Increasingly, the kind of culture that breeds success – one that’s collaborative, genuine, inclusive and supportive – is characterized by leaders who walk the talk. They’re...human.
And don’t kid yourself. It matters. Gartner, Inc. found a 37% increase in the number of employees considering themselves highly engaged if they feel their boss is “human.” Unfortunately, only 29%, though, said that described their boss – to their employers’ detriment as highly engaged employees boost their team’s performance by some 27%.
There’s a difference between “soft” and “human” skills. Beyond the ability to communicate effectively and problem-solve, a humanistic boss is authentic, empathetic, and adaptive. This type knows the policy manual but also people, recognizing them as individuals and treating them accordingly.
Training managers in human skills isn’t easy. It takes an interest in and understanding of people and their individual perspectives. The ability to motivate people is also important, as well as having the flexibility to adjust to changing circumstances. All of that must ultimately combine with a serious effort to adjust mindset, which can be particularly challenging given the way a mindset becomes deeply ingrained.
There’s a sharpening focus on growing the understanding of compassion and trust as valued aspects of more humanistic leaders. Equally important is encouraging a respect for human dignity, and the imperative to infuse ethical considerations into every management decision.
Training and providing continuous feedback will help managers grow their more humanistic skills. Organizations that produce more of this type of leader will not only influence improved performance and behaviors in their people, but will also establish a model for future leaders to follow.
About the author
Nicole Floyd, CPA, SPHR is executive vice president and employee benefits sales leader at global insurance brokerage Hub International. She has more than 25 years of experience in insurance, financial management, human resources, sales and international business.
