Organizational success and sustainability directly relate to an organization’s ability to effectively manage human capital relationships. Specifically, the subordinate-manager relationship can directly impact the work environment, productivity, performance, culture, and profitability of an organization. Inadequate management of subordinates causes increases in employee exits.
A 2018 Gallup poll concluded that 65% of employees that left their current employer, cited their manager as the causative agent. This statistic necessitates a commitment of organizations to cultivate subordinate-manager relationships and integrate them into their daily operations.
Managers can influence subordinate-manger relationships by:
- Providing opportunities for relationship-building
- Valuing differing opinions and perspectives
- Creating environments of trust and transparency
- Being mindful and present in the moment
- Practicing self-reflection
- Assessing and strengthening personal management skills
- Utilizing relationship-building language
The success of subordinate-manager relationships is heavily influenced by the commitment of organizational managers. A call to action for mangers to lead the way in building and sustaining positive subordinate-manager relationships is essential. Through proactively engaging in self-influenced activities, managers can create positive subordinate-manager relationships and shift the paradigm on employee exits.
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