With the delusion of the day, increasing workload or hybrid working, the spontaneous moments of small talk at the coffee machine or at lunch have become rarer. And it is precisely these conversations that are so valuable. Not a conversation about performance, business developments and management matters, but about how the weekend went or what is on your employee's mind at the moment. The effect of this so-called "talking pot" is great. What value is there for you as a manager in a conversation with your employee?
Trust and security
If you notice something that concerns you, engage in conversation. Share your concern and ask if there is anything you can do for the employee. Because when an employee is worried, about his work or home situation, it affects his job satisfaction and performance. These worries often form an undercurrent in the employee that requires continuous attention and energy, which can lead to reduced employability. Early detection and discussing possible solutions together can prevent this. Non-verbal signals also give you an idea of how your employee is doing.
Here, it is essential that the employee feels safe. By including you as an employer in the personal problems, your employee makes himself vulnerable. Trivializing these problems, making comparisons with your own situation or coming up with solutions too quickly can cause the employee to feel unheard, resulting in the loss of your good intentions. The trust and thus the safety within the relationship are then at stake and the employee will withdraw. You have then literally made a futile effort and the good relationship loses strength.
Safe environment
Probing and responding appropriately to the openness offered by the employee ensures that the employee feels heard. This is the basis for a good relationship. If the employee is open to help, it will take you as a manager relatively little effort to reach a solution together.
When an employee shares their concerns with you, you may need to actively address them. Especially if you receive concrete signs that these concerns affect the aforementioned job satisfaction and performance. It is good to share this with the employee as well. Initially this may lead to reluctance, but in a good, safe relationship the conversation will eventually take place. With you or with a confidant within your organization.
Open organizational culture
What can also lead to reticence is shame or taboo. Whether the employee experiences this is partly determined by workplace culture or social acceptance. Check for yourself how openly you yourself can talk about personal problems within your own organization.
So maintaining a good relationship, in addition to a good memory, definitely requires sensitivity and incisiveness. By returning to something an employee has shared with you at a later time, you add extra value to the relationship.
Ultimately, this is crucial for prevention absenteeism and also has a positive impact on productivity and employee well-being. And remember: satisfied employees are less likely to look for work elsewhere and are your best ambassadors as an employer. In today’s job market, this can only work to your advantage.
