> Knowledge hub > Three conversations that managers must master in order to motivate employeesManagers are increasingly recognizing that attracting and retaining high-performing employees is a crucial factor in a company’s success. When employees feel empowered, see themselves as an integral part of the corporate culture and are inspired by the company’s goals, their commitment increases and so does their desire to contribute to the company in the long term.
Establishing an organizational culture that not only inspires such a mindset but also promotes it in the long term requires the full attention and dedication of all managers. To pave the way, we offer three key conversation formats that, once mastered, enable managers at all levels to reach their direct reports with a compelling core message: You are valued, respected and indispensable in this organization.
The main aim of one-to-one meetings is to establish a personal connection between managers and employees. It creates a space for open and unprejudiced dialog. These regular meetings should be continued year after year.
To ensure that effective communication and personal connection between manager and employee is continually fostered, it is advisable for managers to hold a 20 to 30-minute one-on-one meeting with each team member at least once every two weeks. The manager is responsible for planning the meeting, but the employee sets the agenda. This creates a time slot in which team members are given the opportunity to talk freely and openly about issues that are important to them. It is their meeting.
In the past, many managers had the traditional attitude: “Keep your distance from your employees. You can’t make difficult decisions if you have an emotional connection with your people.” Our research shows the opposite: when people feel known, heard and valued by their leader, the thought of leaving the company rarely crosses their mind. One-on-one conversations create a sense of trust and camaraderie between managers and direct reports, which translates into employee retention, increased ownership and often genuine, long-term relationships.
The conventional wisdom that leaders should maintain a certain distance from their team members in order to make difficult decisions is outdated. Our studies prove the opposite: when people feel known, heard and valued by their manager, the thought of leaving the company rarely crosses their mind. One-to-one meetings create a solid relationship of trust between managers and their direct reports, which not only leads to stronger loyalty, but also increases personal responsibility and often leads to lasting relationships.
At first you might think that such meetings are only scheduled once someone has already resigned – but by this point it is usually already too late. Retention meetings should be held proactively: at the start of a new position and then at regular intervals – ideally at least every two years. These discussions offer mutual benefits: By inviting employees to talk about how they feel about their work and their future prospects, they feel noticed, heard and integrated. Managers can also identify the positive aspects that motivate employees to remain part of the organization and then take targeted measures to further strengthen these motivating factors.
To start a retention conversation, tell your counterpart that you’re going to ask a few simple questions to understand the reasons that contribute to satisfaction with the current position and make staying with the company attractive. One question that experts ask in this conversation is: “What factors could be contributing to you doing the best job of your life?” You could also ask about any frustrations that have arisen in their role and how these have been resolved. And it never hurts to ask about the person’s long-term plans for the company: “Where do you see yourself in five years?”
Many employees leave their job because no one has asked them to stay. The simple act of inviting a person to participate in a retention conversation can be enough to increase their engagement – after all, their manager is taking the time to consult with them about their future with the company. It could be the first time in their career that this has happened.
If a manager has coaching skills, regular coaching sessions can serve as a valuable tool to strengthen trust between managers and employees, increase employee engagement in the long term and give them a sense of empowerment. The aim is to encourage employees’ desire to be part of the organization in the long term. Many excellent managers already intuitively possess the four essential communication skills that are crucial for effective coaching.
Ask questions that encourage communication. Before starting a coaching conversation, make sure there are no distractions that prevent you from being present and focused. Use well thought out questions to seek information and elicit opinions or ideas that will help you understand what the person is really trying to communicate.
Listen with the intention of being influenced. Today’s employees want managers who care about their opinions. Open your mind to the person’s ideas and perspectives. Resist the temptation to interrupt – give them time to think before they speak. Pay close attention to non-verbal cues such as tone of voice. Repeat back what you think the person has said, or summarize the entire conversation at the end so they know you’ve heard and understood their point of view.
Share information about yourself and your knowledge. Leaders who share information can help people make better decisions for themselves, their department and the organization. Sometimes it can be uncomfortable to share your truth as a leader – but remember, people without accurate information often make up their own version of the truth, which can be more negative than reality! Before you share information, think: Will what I have to say help them succeed? Will the problem solve itself if I don’t say anything?
Express confidence to engage and empower. Towards the end of a coaching conversation, let the person know that you value them and have their back. When a leader expresses confidence in someone, it builds trust, increases engagement and gives the person a sense of belonging and empowerment.
By shaping an environment in which every person feels noticed, taken seriously, included and valued, the organization is in an excellent position to retain its most talented and intelligent employees in the long term.
