5 Pivotal Manager Moments That Make or Break Employee Experience

MARCUS ERB

Author

CATEGORIES

Categories

There are moments in every manager’s day when they get to choose what kind of leader they will be. These aren’t just single instances, but a collection of moments that, when added up over time, differentiate the best leaders from the rest.

As this past year has proven, these moments can happen faster than you think, from places you wouldn’t expect, and in greater numbers than you could be prepared for.

During these moments, a good leader keeps work moving. They keep their team focused on the task at hand so the business can maintain its status quo. They try to make the work enjoyable for as much of their team as possible.

A great leader goes further.

They show humility and empathy, create connections across personal differences and teams and create the team dynamics needed to solve complex problems. They are willing to question, challenge and clarify what they believe in to their employees, stakeholders and communities.

Such managers can have a hugely positive impact on the business, resulting in:

  • Greater productivity
  • Employee retention
  • More inbound job applicants, and
  • More innovation in the workplace

What are the moments where these leaders shine?

Using our extensive research into employee experiences with leaders, Great Place to Work® can pinpoint what makes a manager great. Here are five defining leadership moments that make-or-break employee trust and employee engagement.

1. Unvarnished moments

These are the moments when an employee has permission to bring their whole self to work.

Everyone has a life outside of the workplace, and great leaders acknowledge this. Recognizing employees as human beings with challenges and hopes is especially crucial amid COVID-19.

Employees are dealing with a “three-headed monster”: a health pandemic, economic crises and psychological distress. Workplace burnout is soaring as our work and domestic lives have become intertwined.

A great leader welcomes the whole self, but also knows that inviting the whole self is about more than a candid conversation. Like when a kid pops into a Zoom call, a great leader welcomes them.

If an employee is dealing with a difficult personal situation at home, a great leader acknowledges it and provides a safe space for the employee to talk about it.

These leaders are able to foster such authenticity by also making themselves vulnerable. They share their struggles and successes too. They invite that same vulnerability. When they ask their employees how they are, they make sure people feel safe enough to say more than “I’m fine.”

By sharing their own personal stories and inviting others, leaders demonstrate that employees’ work and home personas can be one and the same.

2. Uncomfortable moments

These are the moments where leaders are willing to get uncomfortable to make their employees feel more comfortable.

These moments are about connecting with people across differences. Such as when a white manager asks a Black colleague how they’re really doing after an event like the murder of George Floyd and really wants to know. Or when a male manager does not have the vocabulary for a conversation about sexism, but is willing to learn.

In many cases, employees want to talk about these things, but they don’t know how or what they’re allowed to say within the workplace.

Authors like Sheryl Sandberg and Brené Brown have popularized the term of “leaning in” – facing discomfort head-on rather than running from it.

In an uncomfortable moment, it’s normal to pull back, but great leaders lean in. Even though they may also be uncomfortable, they don’t shy away.

3. Purpose moments

These are the moments where leaders can create a sense of purpose for their employees.

At some point, every employee wonders about their why: why they’re working, why it matters, why they should care. And a great leader will have an answer ready for them.

These leaders are able to show employees that their work matters and clearly impacts the business. They may not even be with the employee when this moment happens — purpose moments are less about a singular aha moment, and more about building a space where the employee can see how their work has special meaning. Great leaders draw that connection on an ongoing basis.

Employees who feel a sense of purpose are more innovative.

This story of Wegmans employee Jody Wood, whose husband’s illness inspired her to develop a cauliflower rice product, is a great example of this. Jody’s story also highlights the importance of bringing your whole self to the workplace.

A new statement in the Trust Index© survey further emphasizes the remarkable positive impact when organizations put their people first. Nine in every 10 employees in Philippines Best Workplaces™ confidently believe that their customers would rate the service they deliver as excellent, signifying a strong belief in their purpose within the organization.

Philippine Great Place to Work-Certified™ companies such as SmartsourcingIngenuityFive9, and White & Case, all scored 97% in this employee survey question.

97%
Our customers would rate the service we deliver as “excellent.”
4. Uncertain moments
These are the moments when employees ask tough questions that the leader may not know the answer to. These moments may include questions like, what does it mean if we shift to fully remote work? Will our business survive the recession? What happens if our CEO was arrested for storming the Capitol? Employees worry about what thing mean for them and their future, and the leader may not have the answers. However, a great leader is willing to admit that, and says, “I don’t know, but we’ll figure it out together.” This way, no matter how foggy the road may be between now and the future, employees can feel confident that they’ll have their leader alongside them for support.

For an example, we look no further than our own Philippines BEST. In our 2021 Insights Report, undeterred leadership integrity was highlighted as one of the bold acts of leadership that separated the BEST from the REST.

During uncertain times, it is natural for employees to turn to their leaders for guidance. What the leaders of Philippines Best Workplaces™ did that set them apart and above from the REST was simple – they acted with integrity and humanity.

88%
Management delivers on its promises

(Versus 76% in PH REST)
Credibility

5. Tomorrow moments

These are the critical moments when managers show employees that they are invested in their future.

In these moments, leaders support an employees’ professional development and growth. They’re willing to give constructive feedback and are on the look out for opportunities to stretch and grow employees.

Great managers see these opportunities as not just good for the employee, but for the business overall – reducing turnover, improving engagement and developing even stronger talent.

In fact, our data shows that employees are 94 times more likely to demonstrate innovation when they are offered professional development opportunities.

Tomorrow moments are more than just celebrating success when an employee climbs the next rung on the ladder. Great leaders also support employees when they fail, by encouraging them to learn from their mistakes, pick themselves up and keep moving forward.

By recognizing and meeting these five moments head-on, great leaders can foster a company culture that will keep employees productive and engaged, even during challenging times.

Does your team think you’re a great leader?
  • Get the nuanced employee feedback you need to become a better manager with our culture management tool built on 28+ years of research.
MARCUS ERB

Author

Great Place To Work identifies Best Workplaces™ in Asia by surveying over 1 million employees in Asia and the Middle East about the key factors that create great workplaces for all and analyzing company workplace programs impacting over 4.7 million employees in the region.

To be considered, companies must first be identified as outstanding in their local region by appearing on one or more of our Best Workplaces lists in Greater China (including China, Hong Kong and Taiwan), India, Indonesia, Japan, Kuwait, Philippines, Qatar, Saudi Arabia, Singapore, South Korea, Sri Lanka, UAE, Vietnam during 2021 or early 2022.

Companies rank in three size categories: Small and Medium (10-499 employees); Large (500+); and Multinational. Multinational organizations are also assessed on their efforts to create great workplaces across multiple countries in the region. They must appear on at least two national lists in Asia and the Middle East and have at least 1,000 employees worldwide with at least 40% (or 5,000) of those employees located outside the headquarters country.

Great Place To Work identifies Best Workplaces in Asia™ by surveying 2.1 million employees in Asia and the Middle East about the key factors that create great workplaces for all and analyzing company workplace programs impacting 5.9 million employees in the region.

To be considered, companies must first be identified as outstanding in their local region by appearing on one or more of our Best Workplaces lists in Bahrain, Greater China (including China, Hong Kong and Taiwan), India, Indonesia, Japan, Kuwait, Oman, Philippines, Qatar, Saudi Arabia, Singapore, South Korea, Sri Lanka, UAE, Vietnam during 2022 or early 2023.

Companies rank in three size categories: Small and Medium (10-499 employees); Large (500+); and Multinational. Multinational organizations are also assessed on their efforts to create great workplaces across multiple countries in the region. They must appear on at least two national lists in Asia and the Middle East and have at least 1,000 employees worldwide with at least 40% (or 5,000+) of those employees located outside the headquarters country.

For All™ Methodology

Great Place To Work, the global authority on workplace culture, determined the Philippines Best Workplaces™ 2023 List by conducting annual workforce studies through our Trust Index Survey™ and Culture Management platform Emprising®, representing the voices of over 450,000 employees across the Philippines.

Employees responded to over 60 survey questions describing the extent to which their organization creates a great place to work For All™, meaning that the company empowers all individuals to reach their full human potential. Eighty-five percent of the evaluation is based on what employees report about their experiences of trust and reaching their full human potential as part of their organization, no matter who they are or what they do. We analyze these experiences relative to each organization’s size, workforce makeup, and what’s typical in their industry and region. The remainder of the evaluation is an assessment of all employees’ daily experiences of the company’s values, people’s ability to contribute new ideas, and the effectiveness of their leaders to ensure they’re consistently experienced.

To ensure surveys truly represent all employees, we require enough people in each organization to respond that results are accurate to a 95% confidence level and 5% margin of error or better. We review any anomalies in survey responses, news, and financial performance to ensure there aren’t any extraordinary reasons to believe we couldn’t trust a company’s survey results.

For All™ Methodology

Great Place to Work, the global authority on workplace culture, determined the Philippines Best Workplaces™ 2022 List by conducting annual workforce studies through our Trust Index Survey™ and Culture Management platform Emprising®, representing the voices of over 130,000 employees across the Philippines.

Employees responded to over 60 survey questions describing the extent to which their organization creates a great place to work For All™, meaning that the company empowers all individuals to reach their full human potential. Eighty-five percent of the evaluation is based on what employees report about their experiences of trust and reaching their full human potential as part of their organization, no matter who they are or what they do. We analyze these experiences relative to each organization’s size, workforce makeup, and what’s typical in their industry and region. The remainder of the evaluation is an assessment of all employees’ daily experiences of the company’s values, people’s ability to contribute new ideas, and the effectiveness of their leaders to ensure they’re consistently experienced.

To ensure surveys truly represent all employees, we require enough people in each organization to respond that results are accurate to a 95% confidence level and 5% margin of error or better. We review any anomalies in survey responses, news, and financial performance to ensure there aren’t any extraordinary reasons to believe we couldn’t trust a company’s survey results.

Categories:
These organizations’ assessment is based 100% on employee responses to the Trust Index survey.

  • Small 10-99 Employees

For larger organizations with more than 100 employees, we also use our Culture Audit™ tool, asking organizations to share with us their practices, policies, and programs to create a great workplace For All™ and evaluate the approach they take.

  • Medium 100-999 Employees
  • Large 1000+ Employees

Why do you say in one place your national list scoring is based on 85%/15% and in another place that it is 75%/25%?

We are explaining two different things:
1.  The criteria we evaluate

  •  85% concerned with Trust and Maximizing Human Potential and
  • 15% concerned with everything else

2.  Where the data comes from

  • 100% Trust Index for organizations with less than 100 employees
  • 75% based on the Trust Index survey analytics and 25% based on responses to the Culture Audit for organizations with more than 100 employees.
For All™ Methodology

Great Place To Work, the global authority on workplace culture, determined the Philippines Best Workplaces™ 2023 List by conducting annual workforce studies through our Trust Index Survey™ and Culture Management platform Emprising®, representing the voices of over 450,000 employees across the Philippines.

Employees responded to over 60 survey questions describing the extent to which their organization creates a great place to work For All™, meaning that the company empowers all individuals to reach their full human potential. Eighty-five percent of the evaluation is based on what employees report about their experiences of trust and reaching their full human potential as part of their organization, no matter who they are or what they do. We analyze these experiences relative to each organization’s size, workforce makeup, and what’s typical in their industry and region. The remainder of the evaluation is an assessment of all employees’ daily experiences of the company’s values, people’s ability to contribute new ideas, and the effectiveness of their leaders to ensure they’re consistently experienced.

To ensure surveys truly represent all employees, we require enough people in each organization to respond that results are accurate to a 95% confidence level and 5% margin of error or better. We review any anomalies in survey responses, news, and financial performance to ensure there aren’t any extraordinary reasons to believe we couldn’t trust a company’s survey results.

Categories:
These organizations’ assessment is based 100% on employee responses to the Trust Index survey.

  • Small 10-99 Employees

For larger organizations with more than 100 employees, we also use our Culture Audit™ tool, asking organizations to share with us their practices, policies, and programs to create a great workplace For All™ and evaluate the approach they take.

  • Medium 100-999 Employees
  • Large 1000+ Employees