Companies that have maintained innovation levels are much more likely to have employees who feel empowered to approach their jobs in their own ways, make decisions with confidence and speak their minds.<\/p>\n
It\u2019s no coincidence that these people also report that they feel like it\u2019s okay to make mistakes. When Microsoft went through its own transformation, this was an important change for us. Getting beyond failure, embracing our growth mindset, and embracing at it as an opportunity to learn and get better, is absolutely essential for any company looking to maintain a strong pipeline of fresh thinking and bold ideas.<\/p>\n
![\"diagram\"](\"https:\/\/pulse.microsoft.com\/uploads\/prod\/2020\/11\/Pie-Graphs-1.2-5fbd2a9ea3940.jpg\")
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2. They maintain an open, honest dialogue with team members <\/strong><\/h2>\n\u00a0<\/strong>Managers in innovative companies seem to have a very wide-open door with their team members. It\u2019s interesting to note that they are far more likely to recognize good work than their peers in less innovative cultures. Expressing appreciation is as simple as it powerful. But, let\u2019s be honest: when you\u2019re under tight deadlines, and feeling stressed \u2013 it\u2019s all too easy to forget as we race through our days. Expressing gratitude is habit we can strengthen every day.<\/p>\nThese managers are also twice as likely to provide regular feedback to their team members. But what\u2019s especially telling in my opinion, is that they are far more likely to actively seek input from workers. This says a couple of things to me. One, is that this kind of dynamic underscores that these managers don\u2019t pretend to have to have all the answers. This helps shape a culture in which it\u2019s okay to seek help, and that collaboration is key to successful problem-solving. Secondly, it underscores to team members that their knowledge, experience and creativity is valued.<\/p>\n
![\"diagram\"](\"https:\/\/pulse.microsoft.com\/uploads\/prod\/2020\/11\/Pie-Graphs-2.2.jpg\")
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3. They actively protect people\u2019s work\/life balance <\/strong><\/h2>\n\u00a0<\/strong>Friends, colleagues, customers all have expressed the challenges they\u2019ve faced maintaining a healthy balance with remote work now commonplace. The research backs this up: people are working longer days. When you can\u2019t walk out of the office and head home, when does the working day actually end? It can be tempting to leave the laptop open and keep an eye on things. Or, agree to that super late (or early) meeting thinking \u201cWell, I\u2019ll be home anyway.\u201d<\/p>\nInnovative companies have team leaders who work to make certain people don\u2019t fall into this trap. They work with their people to ensure they are approaching their days in a way that promotes well-being while ensuring business needs are met. For example, they might limit calls and asks outside of normal business hours, or encourage people to approach their days working more flexibility, making time for children, fitness and hobbies.<\/p>\n
![\"diagram\"](\"https:\/\/pulse.microsoft.com\/uploads\/prod\/2020\/11\/Pie-Graphs-3.2.jpg\")
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In this new hybrid world of work, successful managers are approaching their jobs differently. They are delicately balancing people\u2019s need for regular, open dialogue while at the same time allowing greater latitude in how people approach their roles. As importantly, they prioritize the human element of their role \u2013 celebrating people\u2019s successes, and thinking not just about individuals\u2019 performance, but their overall well-being too.<\/p>\n
In short, successful teams will be those characterized by empathy, comradery and a collaborative spirit \u2013 and team leaders who protect and nurture these attributes.<\/p>\n
These managers are also twice as likely to provide regular feedback to their team members. But what\u2019s especially telling in my opinion, is that they are far more likely to actively seek input from workers. This says a couple of things to me. One, is that this kind of dynamic underscores that these managers don\u2019t pretend to have to have all the answers. This helps shape a culture in which it\u2019s okay to seek help, and that collaboration is key to successful problem-solving. Secondly, it underscores to team members that their knowledge, experience and creativity is valued.<\/p>\n
<\/p>\n
3. They actively protect people\u2019s work\/life balance <\/strong><\/h2>\n\u00a0<\/strong>Friends, colleagues, customers all have expressed the challenges they\u2019ve faced maintaining a healthy balance with remote work now commonplace. The research backs this up: people are working longer days. When you can\u2019t walk out of the office and head home, when does the working day actually end? It can be tempting to leave the laptop open and keep an eye on things. Or, agree to that super late (or early) meeting thinking \u201cWell, I\u2019ll be home anyway.\u201d<\/p>\nInnovative companies have team leaders who work to make certain people don\u2019t fall into this trap. They work with their people to ensure they are approaching their days in a way that promotes well-being while ensuring business needs are met. For example, they might limit calls and asks outside of normal business hours, or encourage people to approach their days working more flexibility, making time for children, fitness and hobbies.<\/p>\n
<\/p>\n
In this new hybrid world of work, successful managers are approaching their jobs differently. They are delicately balancing people\u2019s need for regular, open dialogue while at the same time allowing greater latitude in how people approach their roles. As importantly, they prioritize the human element of their role \u2013 celebrating people\u2019s successes, and thinking not just about individuals\u2019 performance, but their overall well-being too.<\/p>\n
In short, successful teams will be those characterized by empathy, comradery and a collaborative spirit \u2013 and team leaders who protect and nurture these attributes.<\/p>\n
Innovative companies have team leaders who work to make certain people don\u2019t fall into this trap. They work with their people to ensure they are approaching their days in a way that promotes well-being while ensuring business needs are met. For example, they might limit calls and asks outside of normal business hours, or encourage people to approach their days working more flexibility, making time for children, fitness and hobbies.<\/p>\n
<\/p>\n
In this new hybrid world of work, successful managers are approaching their jobs differently. They are delicately balancing people\u2019s need for regular, open dialogue while at the same time allowing greater latitude in how people approach their roles. As importantly, they prioritize the human element of their role \u2013 celebrating people\u2019s successes, and thinking not just about individuals\u2019 performance, but their overall well-being too.<\/p>\n
In short, successful teams will be those characterized by empathy, comradery and a collaborative spirit \u2013 and team leaders who protect and nurture these attributes.<\/p>\n