Manager 2.0 – What a Modern Supervisor Should Know

Today’s managers face a very dynamic environment. Legacy methods are obsolete, and there is tremendous pressure on the managers themselves. What should they keep in mind then and what help should they be able to expect from the organisation?

From this article you will learn:

  • what areas Polish managers in particular are dealing with today,
  • what challenges the new times pose to them,
  • what competencies they should have today,
  • what problems they face and how the company can support them.

A report by House of Skills, which surveyed Polish managers in 2021/2022, found that it currently takes them the most time and energy to build an atmosphere of trust among the team (33 percent), and the need to motivate employees was also highly rated at 27 percent [1]. No wonder – both were undermined in the troubled times of the pandemic. The care for these areas has been passed on to the managers. So let’s take a look at the challenges that recent years have presented to them and the new skills they need to acquire today.

The most difficult tasks of today’s managers

1. Rethinking communication

Generation Z is entering the labour market, expecting simple and specific messages. What’s more, it interacts with the other generations in an entirely new hybrid work environment (you can read more about ways to integrate teams in current reality HERE). Today’s reality actually makes rethinking communication a necessity for managers. Fortunately, they themselves recognise the importance of transparency in communication. They stress that in times of crisis and unpredictability, honesty and clarity should become the pillars of managerial authority [1].

2. A new way to motivate

Studies have shown that managers today are unlikely to include motivation in their long-term plans [1]. Very often they view the issue from a material perspective, while their teams are already demanding other solutions. For example, the youngest generation of employees highly values access to new knowledge, reliable feedback or solutions that build their mental well-being (you can read more about generation Z HERE).

Also, the general workforce today expects being motivated through increased support for physical activity and healthy lifestyles, and the provision of mental support (48 percent) [2].

It may therefore turn out that the benefits allowing for taking care of well-being will be – in a broader perspective – a stronger incentive than bonuses only. Fortunately, this is slowly being recognised by managers themselves, and even offering to participate in training (39 percent of respondents) ranks very high on the list of activities with respect to taking care of the team [1].

3. The science of inclusivity

Inclusivity is a trend that is impossible to miss when following the latest reports on the activities of global companies. However, research shows that a sizable portion of managers today do not see the power of diversity and building an inclusive work culture [1]. Such an approach can unfortunately have a negative impact not only on the teams, but also on the company’s overall image, especially among talent from the younger generation.