The evolving landscape of work presents ongoing challenges for employee well-being. According to Gallup’s State of the Global Workplace 2024 report, employee well-being has suffered a setback in 2023, with 41% of workers globally feeling daily stress. This stress takes a toll on productivity, as engagement remains low with only 23% of workers globally and a mere 10% in the UK.
Businesses have strived to counteract this issue by implementing various initiatives aimed at boosting employee morale, from ‘duvet days’ to mindfulness workshops and wellness apps. However, research from the University of Oxford suggests these measures have not significantly improved mental health among employees.
Yet, there is a glimmer of hope. Gallup also found that employees who view their work as meaningful experience higher levels of daily enjoyment and fewer negative emotions. To mend the strained relationship between work and employees, businesses must infuse more meaning into work.
What Employees Seek from Work and Management
Everyone strives for meaningful work within an organization they respect. We want to contribute to something significant and feel valued. Modern employees demand recognition for their contributions, and when it falls short, they are unwilling to tolerate being undervalued.
The key is creating workplaces that people genuinely want to be part of, fostering trust and autonomy within teams. When employees feel trusted to execute their tasks and are encouraged to take ownership, their engagement and fulfillment soar. But how do we cultivate such a meaningful culture?
Effective managers are crucial to achieving this change. They influence 70% of the variance in employee engagement, and research indicates they impact mental health as significantly as personal relationships or healthcare professionals. Despite this, only 27% of UK workers find their managers effective, according to the Chartered Management Institute. What’s going wrong?
Consider a typical scenario: A team member approaches a manager with a problem. Eager to help, the manager offers solutions based on their experience. Unfortunately, this ‘fixing’ approach can strip work of its meaning for employees. The ‘Command-and-Control’ style of management deprives staff of the chance to solve problems independently, impacting trust, learning opportunities, happiness, and productivity.
STAR®: A Manager’s Guide to Meaningful Work
Managers can redefine this dynamic by embracing a new model called STAR®:
- STOP—Pause and reassess the situation.
- THINK—Is this a moment ripe for coaching?
- ASK—Pose insightful questions and listen actively.
- RESULT—Decide on next steps and desired outcomes.
When approached with a problem, STOP. Avoid the urge to provide immediate solutions, which can be mentally draining. This opens the opportunity for employees to uncover answers themselves.
THINK about whether the moment could serve as a coaching opportunity, where a well-placed question can guide the team member to explore solutions independently.
If so, employ an enquiry-led approach by ASKING meaningful questions that encourage reflection and problem-solving. Focus on ‘what?’ instead of ‘why?’, as the latter can imply criticism.
For achieving a RESULT, engage in further questioning to agree on follow-up actions, enhancing the likelihood of implementation and providing a chance for positive feedback.
Conclusion
Adopting these steps empowers managers to cultivate new habits and skills centered around purposeful enquiry, fostering a coaching mindset.
Embedding coaching within everyday work is key to granting employees the trust and autonomy to thrive. Managers will feel less overwhelmed, and staff will gain confidence in their abilities. This approach enhances well-being, establishing a culture that values, supports, and inspires.
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