The vast majority of our lives are spent at work, with only sleep taking up more time. Yet, a significant portion of employees experience stress and lack engagement. How can leaders foster more positive work environments?
- Research shows that many initiatives to improve workplace morale are falling short.
- Management practices significantly impact employee wellbeing, akin to personal relationships.
- A novel management style, Operational Coaching®, could transform employee engagement.
- Embedding this coaching style in workplace culture may lead to more fulfilled teams.
On average, people dedicate an overwhelming 81,396 hours to their work over a lifetime, making it the second most time-consuming activity after sleep. Despite the substantial time investment, a staggering 41% of individuals report job-related stress, while merely 23% are actively engaged in their roles. This discontent contributes to a broader mental health crisis, highlighting the need for leaders to cultivate a happier workplace.
Despite numerous efforts by organizations to improve employee happiness through amenities like ping-pong tables, flexible working, and wellness apps, these initiatives appear ineffective in tackling the core issues of employee dissatisfaction. According to research conducted by the University of Oxford, these approaches address only the symptoms rather than the root causes of disengagement and unhappiness.
Managers hold a key role in determining employee mental health, equating in influence to personal relationships. Data from UKG illustrates that 69% of employees view their managers as significantly impacting their mental well-being. Consequently, it’s not surprising that half of the workforce seeks new employment to escape a negative managerial relationship. However, the approach of HR and Learning & Development in supporting managers has lagged, failing to equip them with modern engagement skills.
A promising solution proposed is the adoption of Operational Coaching®, a management method validated by government research from the London School of Economics. This approach shifts managers’ focus from problem-solving to facilitating team members’ growth, thereby improving engagement. The STAR® model, central to Operational Coaching®, encourages managers to STOP before reacting, THINK about the employee’s needs, ASK questions to facilitate their solution-finding skills, and ensure a clear RESULT by helping them determine actions they can take.
The implementation of Operational Coaching® fosters an environment where managers engage with their teams more effectively. By asking thought-provoking questions rather than dictating actions, managers help employees develop autonomy and confidence in their roles. This practice not only enhances performance but also reinforces trust and satisfaction among employees.
Celebrating successes and providing genuine, actionable feedback are additional benefits of this coaching style. When managers acknowledge efforts and outcomes, it builds trust and encourages a motivated workforce ready to contribute positively. As this coaching mindset pervades an organization, it can bring about a cultural shift toward greater employee happiness and fulfillment.
Adopting an Operational Coaching® approach can reshape management styles, enhancing workplace satisfaction and engagement.
