Guillermo Jalomo, Robert Half regional vice president, believes new workplace realities demand next-level adaptability and openness from both managers and team members. “There was a time and place when managers just needed to match a skilled candidate or subordinate to a functional role and let them go, basically treating everyone as if they are functionally the same,” he says. “Today, we need to be more intentional in understanding how our people are managing change as individuals and look for ways to support their resilience.”
Without resilience, challenges become overwhelming. But “resilient teams support each other, trust each other and share a vision,” says Jalomo. Employee resilience can be built conscientiously into an environment “even when we are remote and we don’t have the benefit of sitting next to each other for consistent training, bonding and team building,” he adds.
Both Jalomo and Lee agree a key ingredient of resilient management today is a willingness to show vulnerability. Managers must be people who are approachable, transparent and human. “We can’t be afraid to admit we don’t have all the answers and we don’t expect our teams to necessarily have them either,” says Jalomo. If employees can’t reach out to a manager on a sensitive manner due to fear or awkwardness, “You’ll struggle with buy-in, growth and retention, as well as resilience,” he explains.
So, rather than maintaining an image of a cool, competent boss in possession of all the facts, “Be a manager who is approachable and honest,” Jalomo suggests.
That includes sharing the positive. Your team members need to know their efforts are paying off, so learn and share how they are objectively making a difference. This will help your team move forward confidently with their projects.
Lee adds managers can also use some grace and awareness that they’re learning too, especially amid today's breakneck technological expansion “As resilient managers and leaders, I think we are more guides than gurus, and understanding that can release a lot of pressure. Your role can be to lead and learn, not deliver all the answers.”
