By Caroline Forsey

Why do people really quit their jobs?

Before you say “salary,” “benefits,” or “workload,” take a second to think about the worst boss you’ve ever had.

Were they bad at giving feedback, not helpful, or just plain mean? Did they have you feeling unmotivated, too nervous to offer ideas, or fearing that you’d lose your job with the slightest miss-step?

Once you let those memories sink in, you probably won’t second guess the statement: “People quit their managers, not their jobs.”

Over the years, this fact hasn’t changed. Study after study has emphasized that companies need good managers to retain good employees.

But what makes for a good manager? And what skills or strategies can you develop to ensure you’re considered a good one?

To explore this issue, we polled people and asked them to check off all the qualities they felt were most important for a great manager.

Recipients listed “they trust me to work autonomously”, “They are empathetic and understanding”, and “They give me useful, clear feedback”, as the three most important qualities a good manager needs to have.

Along with this data, I consulted my colleagues to get their thoughts on what makes a people manager effective. Regardless of whether you’re interested in managing a team, or just want to know if a prospective boss is actually a good manager, here are 7 crucial qualities of a great team leader.

7 Skills People Managers Must Master, According to HubSpot Employees

1. Good managers help employees navigate change.

Consider the last time you experienced change within your organization. Maybe a beloved leader retired, or perhaps your team experienced a reorg. Maybe you even acquired a new company.

Whatever the reason, I’m willing to bet the change felt daunting at times. Fortunately, good managers can mitigate the negative or ambivalent emotions that arise from change.

For instance, Christine McLaughlin, a Senior Project Manager on HubSpot’s Sales Leadership Enablement team, told me: “The strongest managers are ones who can help their teams navigate change in a very personal way. I’m a firm believer that every challenge presents an opportunity. But, because we’re human, we can’t always see the opportunity from the start.”

McLaughlin adds, “Our personal life, mental health, physical health, the last meeting we had, the next meeting we’re preparing for, all play a role in influencing how we perceive change. Do we view it as a challenge? An opportunity? A setback? A relief?”

“Strong managers can translate change for each individual on their team. They meet their teammate where they’re at and help to answer their questions and concerns to bring them to where they need to go.”

So … how can you do this? Start by fostering psychological safety, so your employees feel comfortable mentioning how they feel about a certain business change. Then, listen carefully to their concerns and work on providing solutions for those issues.

For …read more

Source:: HubSpot Blog

Author: Aaron