When you're a middle manager, your quality of life at work depends on the quality of the team you manage.
If your workers excel at their jobs, their successes reflect positively on you, and that makes the higher-ups happy. Life is good.
If they aren't doing well, they make you look bad, and your supervisor blames you for the problems. Life gets much more difficult.
I've been fortunate in my years as a manager to work almost exclusively with high-performing, self-motivated teams. Sure, there have been bumps in the road now and then, but never anything bad enough to cause a crash.
The team I manage now has been especially impressive to me. Since I don't possess some of the specialized knowledge they have, much of the work completed by the writers and editors on my team is beyond my current abilities. As such, I often find myself playing more of a pure management role, as opposed to past jobs, where I was serving as a leader but still pitching in often and "doing the work."
This transition has been difficult for me at times, because I'm used to being able to do the job of any person who works for me. But my team has been patient with me, and we've found a good equilibrium. They do the work for which they are trained, and I try to handle questions, deal with management-type decisions and clear away trouble that could derail or distract them.
We work well together, with each player on the team knowing and filling his or her role. The successes we have are thanks to all of them.
I reflected on my team members' qualities and their importance to me and our company when reading about a recent survey developed by specialized staffing firm Robert Half.
The survey was based on interviews with more than 2,100 chief financial officers from a stratified random sample of companies in more than 20 of the largest U.S. markets. In it, the CFOs were asked what their greatest staffing concern was for the next 12 months.
Apparently, many of the respondents have great teams, too, because 38 percent said "retaining valuable staff members" was their top concern. That was followed by 27 percent who said "maintaining staff productivity," 13 percent who said recruiting new workers and 13 percent who said improving staff morale. The other 9 percent said they didn't know.
As I looked over that list of responses, it occurred to me that these concerns can be at least partially resolved by — you guessed it! — helping people build better work-life balance.
I've said it before, and I'll say it again: If workers believe that their managers care about them as people and want them to have lives outside of their cubicles, they'll be happier, more productive and more likely to stick around.
If the economy improves, this will become even more important for managers. Paul McDonald, Robert Half senior executive director, said in a press release that professionals with specialized skills already are seeing more opportunities, "which has led to talent shortages in some areas and made replacing valuable employees even more difficult.
"Employers will need to pull out all the stops to retain their best and brightest, including ensuring compensation is competitive and top performers know there's a career path available to them with the company."
The Robert Half press release about the survey goes on to offer five tips for employers who want to retain their top workers, including:
— "Maintain an open-door policy." The Robert Half press release says employees should feel comfortable communicating their ideas or concerns to managers, and managers should build strong relationships with their teams. I try to do this, and it's been helpful to both my team and to me.
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