Bossing Without Being Bossy: Being an Effective People Manager

Amit’s day started at 8:45 AM with 47 unread emails, a buzzing phone, and back-to-back meetings blocking his calendar. No time to think. No time to breathe.

By 11:30 AM, his team member Riya knocked hesitantly. “Can we discuss my role in the new project?” Amit barely looked up. “Not now, Riya. I’m swamped.” 

By 4:00 PM, HR called. “Someone from your team is disengaged… might be looking elsewhere.” Amit clenched his jaw. Another resignation? Another failure? 

By 7:00 PM, he caught Riya leaving. “Never mind, Amit. I figured it out myself.” A polite smile. A quiet disappointment. 

That night, lying awake in the dark, Amit realized something was amiss. He wasn’t truly leading, in fact he was not even managing—he was drowning, and so was his team.  

For many managers, this is the sad reality today, the constant barrage of tasks leaves little room for what truly matters: effective management that engages and inspires. 

The One Wielding the Wand of Change 

The business world today is like a smartphone that won’t stop updating—just when you finally figure out all the features, bam!—a new version drops, and suddenly, half your shortcuts don’t work anymore. With rapid tech advancements, shifting economies, and evolving workforce expectations, companies can’t afford to hit “Remind Me Later.” To stay ahead, they need to adapt quickly, learn continuously, and maybe, just maybe, keep a power bank of agility and innovation handy! 

However, this imperative is met with an inherent paradox—while transformation is essential, human beings, who are the architects of change, are naturally resistant to it. This presents a critical challenge: how can businesses drive sustained progress when the very people leading the charge are still trying to find the "undo" button on change? The question is—how do we help them hit refresh instead of panic mode? 

Amidst this complexity, one role emerges as the most influential catalyst for organizational transformation—that of the manager. Unlike other leadership roles that operate at a strategic level, managers work at the intersection of vision and execution. They have their ear closest to the ground, deeply attuned to both the aspirations of the workforce and the realities of operational execution. More importantly, they can translate strategy into action by influencing, mobilizing, and empowering teams. In essence, managers are not just responsible for delivering results; they are the key enablers of cultural and organizational change. 

In an era where organizations recognize organizations recognize people as almost vital assets, effective people management becomes indispensable. People managers are the linchpins that connect organizational goals with employees' efforts, ultimately driving success. 92% of leaders say that managers are critical for their organizations’ overall success  

Professionals rate their manager as the workplace aspect with the second greatest influence on the overall employee experience. 

92% of leaders say managers are critical for their organizations’ success.

Engagement with people managers has been named a top contributor to success in Prosci's Best Practices in Change Management benchmarking research since 2011. 

For organizations aiming to navigate disruption and foster resilience, investing in effective people managers is not just a priority but a necessity. Their ability to drive engagement, align teams with business goals, and champion transformation makes them indispensable to sustained success in an era of constant evolution. 

The One Beyond the Title: The Real Influence of Great People Manager 

Effective people managers are not just taskmasters; they are the architects of an engaged, innovative, and resilient workforce. Research indicates that managers can influence up to 70% of the variance in employee engagement.  

People Managers are Vital for Success

Among HR executives:

• 92% say people managers are critical for the organization's overall success.
• 82% say people managers are critical for accomplishing the organization's strategic objectives.

But the development lags behind:

• Only 25% of HR executives make the development of people managers a high priority.
• Only 24% of HR executives prioritize the well-being of people managers. 

(SOURCE: https://www.shrm.org/in/executive-network/insights/people-strategy/research-insights-diverse-views-effective-management-winter-2024)

Their ability to motivate, support, and guide teams is directly correlated with business outcomes like: 

• Higher Employee Engagement: Employees who feel seen and supported are more motivated and committed. 
• Increased Productivity: A well-led team is more efficient and aligned with organizational goals. 
• Reduced Attrition: A positive leadership environment helps retain top talent. 
• Improved Business Outcomes: When managers excel, the organization reaps the benefits through enhanced performance and adaptability. 

Source: SHRM 2024-The Effective People Manager Report 

The Indian Saga: Art of Getting Things Done 

A global survey by SHRM reveals an interesting paradox: while 70% of people managers globally rate themselves as highly effective, nearly 30% consider themselves just average 

Back home in India, research conducted by Indeed reveals that an overwhelming 95% of employees feel that their managers are responsible for their engagement and happiness at work. However, another survey by the Great Place to Work Institute India (2023) revealed that over 60% of first-time managers feel unprepared for leadership roles. This deficiency can have profound impacts on an organization. 

The Hidden Deficiency That Can Disrupt an Organization 

Despite their critical role, many managers confront challenges that hinder their effectiveness.  

    1. Lack of Managerial Readiness 

Often, professionals are promoted based on technical expertise rather than leadership acumen. Without robust communication, conflict resolution, and team motivation training, even well-intentioned managers can struggle to inspire and guide their teams effectively. 

    2. Difficulty in Adapting to Smart Working Amidst Heavy Workload 

The modern workplace is relentlessly fast-paced. A Deloitte India study (2023) revealed that 55% of managers report high stress levels due to excessive workloads. Balancing business targets, administrative duties, and people management often leads to burnout—a state that not only undermines the manager’s well-being but also negatively impacts team morale and performance. 

  3. Challenges in Successfully Managing Organizational Change 

Change is inevitable, whether it’s due to mergers, digital transformation, or restructuring. Yet, a PwC India survey (2022) indicates that over 60% of managers struggle with guiding their teams through these transitions, primarily because of gaps in communication skills. Resistance to change among employees can further complicate efforts to implement new strategies, leaving managers feeling isolated and overwhelmed. 

    4. Heavy-lifting Employee Engagement and Retention 

In today’s workplace, employees expect more from their leaders than mere oversight. A LinkedIn Workforce Report (2023) noted that while 74% of Indian employees expect their managers to foster career growth, only 40% feel they receive adequate mentorship. The challenges of hybrid and remote work add another layer of complexity, with a NASSCOM report (2023) revealing that 67% of Indian managers find it difficult to keep remote teams engaged and connected. 

    5. Inability to Delegate and Build Trust 

Long-serving managers can sometimes fall into the trap of believing they’ve mastered their role, leading to a reluctance to delegate. A Harvard Business Review study found that 44% of Indian managers feel uncomfortable delegating tasks, resulting in micromanagement and inefficiencies. This overconfidence, born from years of experience, can hinder both personal growth and team empowerment. 

The People Manager Pivot: Turning Challenges into Impact 

A well-established organization encountered an interesting phenomenon. Within their ranks, managers who had held their positions for many years began to exhibit a sense of certainty about their managerial abilities—almost as if they had nothing left to learn. Yet, beneath this veneer of confidence, anonymous engagement scores and subtle feedback painted a different picture. Team members felt their managers were no longer in tune with their needs; the style that was once inspired was now met with quiet disengagement. 

Instead of delivering direct critiques or enforcing top-down directives, the organization adopted a more thoughtful approach. The strategy was both simple and impactful, fostering a shift in perspective by emphasizing inherent strengths. Rather than challenging the mindset of “knowing it all,” the focus was on creating opportunities for self-discovery and reflection, reinforcing the idea that continuous learning is the key to sustained growth and success. 

Within this environment, managers were invited to explore their individual managerial styles through comprehensive diagnostics. These evaluations were not presented as a critique but as a journey of self-awareness—an opportunity to uncover latent strengths and areas that might benefit from a fresh perspective. The message was clear: leadership is not a destination but a continuous process of evolution. 

This transformation was subtly reinforced through the formation of small, informal groups—akin to learning pods—where managers could gather in a supportive, nonjudgmental setting. In these pods, discussions flowed naturally; managers shared personal stories, engaged in role-playing scenarios, and observed how their peers navigated similar challenges. It was a form of vicarious learning where insights were gained not through direct instruction but through shared experiences and reflective dialogue. 

Over time, a quiet but noticeable shift began to emerge. Managers started to embrace the idea that continuous learning was not a sign of weakness but rather a strength. They recognized that there was always room to grow even after years in a leadership role. Employee engagement scores improved, and feedback reflected a renewed sense of trust and connection—a subtle yet powerful testament to the benefits of embracing a growth mindset. 

Good to Great: Practical Insights to Boost Managerial Impact 

If managers were superheroes, they’d effortlessly balance strategic goals, team productivity, work quality, and company profits. Yet, in the real world, the secret to thriving in a complex environment lies not in superhuman abilities but in mastering key leadership skills and the willingness to evolve continuously. 

Practical insights that can help elevate managerial effectiveness: 

For Managers: 

   1. Self-awareness and Role Clarity 

The foundation of effective leadership is self-awareness. Understanding one’s strengths and weaknesses and how these translate into day-to-day management. Tools like job analysis and detailed role descriptions (widely available through SHRM toolkits) provide clarity and align personal capabilities with organizational needs. 

   2. Mastering the Craft 

True excellence in management requires an ongoing commitment to learning and gaining functional and behavioural expertise. Whether through formal training sessions, workshops, or peer coaching, managers must continually refine skills in areas like communication, conflict resolution, and strategic thinking. 

  3. Understanding Team Dynamics 

Every team is unique. Effective managers take the time to understand each team member’s personality, motivations, and work style. This personalized approach boosts engagement and fosters a collaborative and inclusive environment. 

  4. Fostering a Culture of Respect 

A culture of respect begins at the top. Small gestures—a friendly greeting, a sincere thank you—can have a lasting impact on team morale. Recognizing and celebrating individual contributions helps build trust and motivates the entire team. 

  5. Effective Communication 

Clear and open communication is the cornerstone of successful leadership. Managers should create an environment where questions are welcomed, and feedback flows freely. This not only enhances clarity but also builds a foundation of trust and mutual respect. 

 6. Leveraging Humour 

In times of stress, humor can serve as a valuable tool to ease tensions and build camaraderie. A well-timed joke or a light-hearted comment can humanize the manager and create a more relaxed, approachable atmosphere. 

  7. Embracing Delegation and Trust 

Delegation is more than just offloading tasks—it’s about empowering team members to take ownership of their work. By trusting their teams, managers can foster a culture of accountability and drive higher engagement and productivity. 

For Organizations: Building a Culture That Empowers Managers 

Creating an environment where managers can thrive is essential for long-term success. Organizations must invest in leadership development, provide robust growth tools, and foster a culture of continuous improvement. 

Some key initiatives that can make a difference include: 

Structured Onboarding and Continuous Learning: 

A well-defined onboarding process coupled with ongoing training ensures managers have the skills to adapt to evolving challenges. 

Leadership Networks and Mentorship: 

Establishing forums for managers to share experiences and insights can create a support system that encourages collaboration and mutual growth. 

Data-Driven Insights: 

Leveraging analytics to track engagement and performance can help identify areas for improvement and tailor development programs accordingly. 

Recognition and Rewards: 

Acknowledging managers' efforts not only reinforces positive behaviors but also motivates them to strive for excellence. 

Flexible Work Policies: 

Adapting to the needs of a modern workforce—especially in remote or hybrid settings—ensures that managers can maintain balance and focus on strategic leadership rather than administrative burdens. 

Final Thoughts 

The journey to becoming an effective people manager is complex and ever-evolving. Today’s managers are expected to be agile, emotionally intelligent, and data-driven while leading diverse, hybrid, and digitally connected teams. Yet, research indicates that only 64% of employees rate their managers as highly effective, and nearly 60% of voluntary departures are attributed to poor management

These statistics highlight the critical need for continuous capability building among people managers. 

The Society for Human Resource Management (SHRM) has been at the forefront of addressing this need by offering a comprehensive suite of development programs. From the People Manager Qualification (PMQ) program, which fosters self-reflection and practical skill-building, to a wide array of conferences, workshops, and on-demand learning solutions, SHRM ensures that managers have access to knowledge in formats that fit their learning preferences and busy schedules. 

By equipping managers with the right tools, strategies, and insights, SHRM has empowered over 15,000 people managers to navigate the complexities of modern leadership with confidence in the last three years. When organizations invest in developing their people managers, they create a ripple effect—enhancing employee engagement, strengthening workplace culture, and ultimately driving sustainable business success. 

In an era where change is the only constant, leadership is not about having all the answers but embracing growth and adaptability. SHRM’s commitment to shaping the next generation of people managers ensures that businesses remain resilient and talent continues to thrive in workplaces built for the future. 

References 

SHRM Effective People Manager Report 2024 – https://www.shrm.org/content/dam/en/shrm/research/cpr-231349-research-perspectives-on-effective-people-managers.pdf 

https://www.shrm.org/in/executive-network/insights/people-strategy/research-insights-diverse-views-effective-management-winter-2024 

Prosci's Best Practices in Change Management – https://www.prosci.com/blog/change-management-best-practices Research highlighting the importance of managers in communicating and implementing change. 

Deloitte India Study (2023) – Findings on the high-stress levels among managers due to heavy workloads. 

PwC India Survey (2022) – Data on the challenges managers face in guiding teams through organizational change. 

LinkedIn Workforce Report (2023) – Insights into employee expectations regarding managerial support for career growth. 

NASSCOM Report (2023) – Research on the difficulties Indian managers face in maintaining engagement in remote work environments. 

Harvard Business Review Study – Analysis of delegation challenges among experienced managers. 

Great Place to Work Institute India Survey (2023) – Evidence of first-time managers feeling unprepared for leadership roles. 

SHRM -  https://www.shrm.org/about/press-room/people-managers-are-the-key-to-organizational-success-but-they-c