Leaving your troubles at the door may sound idyllic, but the reality is we’re all human. – Whether it’s at home or at work, unresolved troubles and stresses tend to follow us wherever we go.
Research shows a strong link between home stresses and productivity at work, so it benefits employers to take an interest in supporting staff to cope with challenging times and help maintain a healthy work-life balance.
Working life in 2024
There have been many changes to the workplace in recent years. An increase in remote and hybrid working has changed the landscape for many people since the pandemic. While this offers greater flexibility, it can also blur the lines between home and work, making it difficult for people to ‘switch off’.
It’s not surprising to learn that there is a discrepancy between employee and management perspectives of the value of working from home. A study of Australian public services found that 59 per cent of employees said their productivity was higher when working from home, while two thirds of managers felt that there was no difference. Employees also reported experiencing no negative health and safety impacts from working from home, while more than half of managers said they noticed negative physical or psychological effects on their staff. Although not supported by employees, ONS data also reflected managers citing reduced mental wellbeing in their staff due to social isolation from remote or hybrid working.
ONS data from 2022 revealed that more than three quarters (78 per cent) of people who spend some time working from home felt it gave them a better work-life balance, offering the freedom to do tasks such as collecting children from school and attending medical appointments. This doesn’t mean that remote workers are slacking. One study found that almost 28 per cent of employees reported working more hours than before the pandemic when they were office-based1.
What does this mean for leaders?
Hybrid and remote working means that effective communication is more important than ever for today’s workplace leaders. And it’s something that employers and employees agree on. A 2023 study by Grammarly Business found that 72 percent of business leaders and 52 percent of employees believe that effective communication increases their team’s productivity.
Clear communication is also linked to increased employee engagement. Vital to this is strong internal communication about a company’s internal values and business strategy, as well as managers receiving communication from employees about ongoing work-life challenges.
72 percent of employees would be more likely to stay at a job where they feel supported, cared for, and valued, than a job where they don’t feel valued but are paid 30 per cent more. (source: The Achievers Workforce Institute, 2024)
Trust is another important characteristic for workplace success with 74 per cent of employees preferring to work for a trustworthy employer. This relies on leaders being dependable and honest and offering helpful feedback. Trusted leaders are rewarded with a workforce of employees who are 260 percent more motivated at work and 41 percent less likely to engage in absenteeism2.
What do leaders need to do?
Today’s leaders need to take a holistic approach to managing their workforces. They need to genuinely care about the wellbeing of their people and demonstrate this in their behaviour and workplace culture.
Leadership is about people. How we relate to others affects how we get on in life. Developing and maintaining strong relational skills is essential.
There are three core capabilities for effective leaders:
- Emotional capability. An emotionally competent leader can identify and manage their own feelings and understand those of others, working with those emotions to get the best out of a team while meeting the needs of individuals within it.
- Reflective capability. A reflective leader is curious about what makes people tick and understands their own impact on others. They can use these insights to be responsive to the needs of the people they work with, while remaining focused on what they need to achieve.
- Collaborative communication. Essential skills for a successful relational leader include being able to actively listen, read verbal and nonverbal clues, and ensure someone feels heard.
Relational leaders create a productive and supportive workplace with a culture of trust and psychological safety. Effective relationships become the foundation for better performance and success.
Whether leaders are managing remote teams, or working alongside their employees in a physical space, good communication is crucial to building an environment of trust and openness, and maintaining a supported and productive workforce.
How can OnePlusOne help?
OnePlusOne has developed a unique training programme to equip leaders with the skills they need to create supportive and productive workplaces. We work closely with participants to tailor training to individual needs, ensuring a personalised and engaging experience that’s fit for applying at work straight away. Our relational leaders complete the programme with lifelong transferable skills.
To find out more about our Relational leaders training, please contact us at info@oneplusone.org.uk
[1] Williamson, S., & Colley, L. (2024). Examining the impact of COVID-19 on managing public sector employees: overcoming or exacerbating incoherences?. In Research Handbook on Public Management and COVID-19 (pp. 137-149). Edward Elgar Publishing.
[2] TIP, P. P. Communication in the Workplace Statistics 2024.
