How to Create a Great a Line Manager Relationship
A great line manager relationship builds Resilience in yourself and your people.
In the first of my latest series of blogs addressing various aspects of resilience, I considered the meaning of a ‘good line manager relationship.’
As a quick recap, The Oxford English Dictionary (OED) defines ‘relationship’ as: “the way in which two or more people or groups regard and behave towards each other.”
In the workplace, a ‘good line manager relationship’ is what guides teams to execute broader company goals, while also supporting individual growth and development. It’s a balancing act which requires strong communication skills, emotional intelligence, strategic thinking, and compassion.
So, moving on, I now want to share my thoughts on how line managers can ensure this relationship is built and lasts.
A Line Manager that roles models being a Resilient Leader and follows the behaviours below, will enable Resilience, wellbeing and happiness in their people, which, of course, will improve motivation, performance, engagement and discretionary effort.
Trust your team
In the words of US novelist Ernest Hemingway, “The best way to find out if you can trust somebody is to trust them.”
So, in the workplace, to establish trust, leaders must give trust. Whilst this might not always be easy, doing it will certainly improve morale and motivation.
Remember - employees are people!
Truly care for your employees as people and not just employees.
Be genuinely curious about what they enjoy, what they don’t, what their aspirations are, what motivates them, what they need from you etc. Then be prepared to advocate for them and have their backs so they feel supported.
They’ll go the extra mile for you when you go the extra mile for them.
Be open about yourself
Each insignificant interaction provides information and shared experience. By having regular conversations in which you both disclose new information about your personality, interests and lives, you and your team members learn to know each other. A Resilient Leader is more comfortable and confident being open and showing vulnerability.
Know your team members personally
Get to know your employees on a personal level, beyond the workplace. Ask what their personal goals are and help link their personal goals to organisational objectives.
Hold regular one-to-one conversations
Set aside time with each team member to understand goals, discuss challenges, and problem-solve together. Encourage immediate feedback if something arises.
If you’re open, direct and honest, you’ll encourage your team to act the same way.
Be responsive
Two-way communication is essential to building trust, but it only works when conversations connect.
Demonstrate your intent to be responsive and show this connection every chance you get.
Be curious
Managers who ask questions can quickly develop a relationship with their team, which then builds trust.
Learn an employee’s personal priorities and passions, ask about their career aspirations and developmental needs, and ask them for ideas to improve how they work.
Always lead with, “How are you doing?” rather than, “What are you doing?”
Create transparent agreements
Conduct one-to-one meetings with your team members where both sides share their expectations, clarify the roles, set the next steps or new goals, talk about resources available and support needed, set priorities and schedule the next meeting.
Learn and support values
Find out what your team members value most and truly desire in life. Then support them on that journey - whether by seeing the connection in their work or finding it elsewhere. This will enable your people to define and meet their Purpose - a key dimension of being Resilient.
How genuinely curious are you about your people? Photo Anastasia Zhenina Unsplash
Ask more open questions
Ask more, listen more and talk less. A two-way relationship is built through dialogue rather than a monologue. Take the time to hear the perspective of employees and co-create the conversation.
Fulfil your promises
Do what you say you’ll do when you say you’ll do it.
Give regular feedback, both positive and tough. Ask for feedback from team members and receive it like the gift it truly is.
Look out for the next two blogs in this series – “Why are good line manager relationships important?” and “What are the benefits of good line manager relationships?”
If you need further information about this approach, or any other resilience topic, please contact russell@theresiliencecoach.co.uk.