The role of managers are pivotal in our working lives but most managers aren't trained or prepared for the responsibilities that they are given.
When we look at the research from Gallup about burnout and why people hate their jobs managers are regarded as having the biggest responsibility. Half of people who say they don't rate their manager say they are looking for jobs. So what can we do to make our relationship with our managers better? I chatted to Anthony Painter from CMI.
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Chartered Management Institute research on the Accidental Manager82% of workers entering management positions have not had any formal management and leadership trainingonly a quarter of workers (27%) describe their manager as ‘highly effective’of those workers who do not rate their manager, half (50%) plan to leave their company in the next year
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Helping the accidental manager: Trends for 2024

Conversations about workplace culture, psychology and life with millions and millions of listens
As we wrestle with a world of hybrid working hosts Bruce Daisley and guests bring inspiration and imagination.
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Flow is the state of being in which people become so immersed in the joy of their work or activity “that nothing else seems to matter.” Presence is to be in a flow state of connection with others.
Here’s the last discussion about the Happiness Track Sign up for the newsletter Emma’s new book Sovereign HBR: The Best Leaders Have a Contagious Positive Energy HBR: Proof That Positive Work Cultures Are More Productive
Today is the first of series of podcasts about an idea that needs more consideration in our workplaces. The idea of presence.
Emma Seppala is a psychologist and lecturer at the Yale School of Management – she also runs the Women’s Leadership program there. I first spoke to Emma about 6 years ago when I came across her book the Happiness Track. The hypothesis of that book was in many ways the sweet spot of this podcast: the notion that if you make workers happy then they do their better work. Emma had a new book out this week called Sovereign and it felt like a great reason to have a new conversation.  The conversation leads into the next block of podcasts which are all about the idea of presence. Over the last 4 years we’ve seen discourse from CEOs about wanting workers back in the office but in many ways they’re putting things the wrong way wrong. A lot of us find ourselves making our way into work and sitting on video calls all day. Or having headphones on because its so noisy. We got home at the end of the day thinking ‘what was the point of that’. 
When bosses say they want us to be present in the office, what they actually describe is something different. They talk us about us interacting, having ideas, watercooler moments. Bosses say they want us to be present in the office, but what they really want is presence, for us to be in each others company. For me presence is related to flow Become a member at https://plus.acast.com/s/eatsleepworkrepeat.

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Presence: Presence starts with positive leadership

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Today’s top episode goes to the heart of an issue that a lot of people raise with me.
They say ‘where do you start when changing a culture’.
To some extent it’s what the episode about the hospital trust in Barking was about, going in and changing the culture of a huge organisation.
I saw one of today’s guests Darren Ashby speak at an event - talking through the specifics of how his company Business Four Zero tried to change the culture of Tesco. Business Four Zero are one of a group of organisations who work with leaders to change company culture. I know there’s a few of these firms. I attended a dazzling event by one firm called Scarlett Abbot in this field about a month ago. 
Darren is joined by Atif Sheikh as they talk through the specifics of what they did with firms like Electronic Arts, Aviva and Tesco. They’ve turned some of their work into a book which you can buy here.
Some of the things that stood out for me: 
What’s the number one thing you look for in a high performing culture? How internal are they? How much time are they spending on themselves vs the outside world?Only 28% of workers say they are connected to purposeCulture is what are you committed to as group - emotional commitment of what you want to createValues - before you define your values know that there are 6 core values shared amongst everyone (sometimes called the 6 Pillars of Character - Trust, respect, responsibility, fairness, caring and citizenship). These should not be your differentiator. These are universal basic expectations. You need to define something differentiatingLeaders' role is to bring energy: Satya Nadella told Microsoft’s execs: ‘find the rose petals in the field of sh*t’So how do you elevate a culture? They introduce 2 or 3 critical behaviours that elevate a culture Might be ‘be kinder’ And they build a process of how you might enact those behaviours
 For example Intercontinental Hotel GroupHad switched from being a hotel owner to a franchise businessCEO needed to remove silosWhat did they need? Too many people in the business didn’t understand how they made money - it made spending decisions hard. So they focussed on ‘think return’Additionally it had become complacent, so they decided to ‘move fast’Finally they agreed to ‘talk straight’ with each other Become a member at https://plus.acast.com/s/eatsleepworkrepeat.

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“Workers watch your feet, not your lips” - changing culture at scale

Isabel Berwick is a writer and podcaster who focusses on the evolving state of modern work. I’ve celebrated her podcast Working It many times here  (here’s her specials on the 4-day week for example, or her special on meeting-free days was essential listening). I love its ability to react rapidly to the biggest news stories of the moment and to drop a snackable episode midweek. I talked to her about her opinions on modern work, going deep on the rapidly changing world of employment and where we’re going next. Isabel has a brand new book out, The Future Proof Career, which she says is for everyone who doesn’t read books about work but wants to be better at navigating it.
Recent episodes you might have missedThe importance of trust at work - and why it's on the declineCharles Duhig on how to be a supercommunicator in your job (and your home life)Can improvements to culture fix a broken NHS trust?The Big Ange effect at Tottenham HotspurFrances Frei on the importance of training managers
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The future of work? "The manager as a therapist"

How should most of us think about the differences between Employee Experience and Employee Engagement.
I first spoke to Emma Bridger, who is the author of a well respected book on this topic and the founder of the EX Space, a learning community focussed on raising the bar in the Employee Experience field.
Then I picked the brains of Melanie Wheeler who leads People Communications at Sutherland, a firm widely recommended to me as outstanding in Employee Experience.
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Getting real with Employee Experience

Charles Duhigg’s bestseller The Power of Habit was the definitive guide to building and sustaining successful habits.
His new book, Supercommunicators, grapples with the knotty topic of creating successful interactions with others.
It’s a thorough and dazzling read that has many applications for the way we work (and how we live our lives).
We talked about:the single biggest thing that builds psychological safetywhy moving conversation out of small talk into deep discussion proves more satisfying than we expecthow teams should use 'who are we' conversationshow we should think about three different types of conversation (are they looking to be helped, hugged or heard?
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Helping the accidental manager: Trends for 2024

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