Closing advice
Finding solutions to these workforce issues will be essential for both leaders and their employers as they look to navigate the future of work. Looking back as little as a few years ago, not many of us would have foreseen the drastic changes the world of work has gone through. And it’s the rate at which these changes have occurred that may have left some leaders feeling like they’ve fallen behind the curve. While the impetus to find answers to workplace challenges will remain firmly upon the shoulders of those who lead, they will need help and support from their organisations along the way.
Invest in high quality development programmes and encourage engagement with them: In order to accelerate development of the leadership population, there has to be an organisational commitment to long-term support, whereby a culture of ongoing learning is established.
The first step would be to invest in high quality programmes and to ensure leaders know that they’re available. They’ll then need to be actively encouraged to take time out of their day-to-day responsibilities to focus on learning & development. Once engagement with the support is consistent, feedback will become essential to ensuring it meets the ever-evolving needs of its audience, and that any refinements can be made if gaps within the support are identified.
Upskill leaders to act as career coaches for their team members: With boredom and a loss of purpose seemingly on the rise within the workforce, it’s important to remember that disengagement occurs when issues are left unresolved over a long period of time. And as hybrid working is here to stay, communication between leaders and their teams will be key to preventing a physical disconnect from becoming a mental disconnect.
Training leaders to conduct regular career conversations with their reportees will ensure they’re better able to identify any dissatisfaction in good time. Whether it stems from employees not enjoying their work, lacking visibility of their potential career progression, or even frustration with tech and clunky processes, leaders can use these career conversations to work with each individual to identify a suitable solution, re-engage them mentally and retain talent that may have otherwise left the business.
Support the wellbeing of leaders through greater transparency around mental health: Being a leader can be lonely at times, particularly for those who are dealing with imposter syndrome. Organisations have to acknowledge the sheer prevalence of this issue and provide employees with the option to speak either with a qualified coach or their peers.
Peer coaching is an effective way to help colleagues build an internal network of support, where they can share their experiences with imposter syndrome and work together to overcome it. Having access to a coach can work in a similar way, in that leaders will have a safe, confidential space where they can work with a qualified professional to reframe their thoughts and mindset. Providing access to such support will help create a healthier environment to lead in.