How Leadership Skills Shape Employee Experience and Results
How a leader behaves day to day shapes whether people do their best work or quietly start looking elsewhere. That is not a soft observation. It is the practical reality playing out in most organisations right now, and it is what this article is about.
Over the past week I have had the same conversation several times: how has the way leaders handled recent disruption affected the people working for them? I am not an employee experience specialist, but I have spent a long time working with leaders on exactly the behaviours that determine whether a team feels supported and performs, or drifts and disengages. Here is what I am seeing.
How Leaders Responded When It Mattered Most
For the last few months, many managers I've been speaking to have been in panic management mode. The good ones have wrapped around their teams and ensured they feel supported and cared about. Others haven't.
Those leaders who were competent or perhaps confident doubled down on being a better leader and they climbed the value ladder of leadership by considering new approaches to their leadership style and practices. I was busy helping many of them. Others became increasingly confused and slid snakes and ladders style back to a chaotic leadership style. I wish I could have helped them. Their teams experienced the climbs or slides of their leaders firsthand. This directly impacts employee engagement and the overall workplace culture.
The Danger of Treating COVID as a Blip
As we trickle back to work, we see many organisations and their leaders seemingly trying their hardest to revert back to pre-COVID modus operandi. The question remains whether or not we are currently, or will remain, COVID free. The announcement of more cases this week means that there is still a degree of uncertainty around.
Leaders could be forgiven for seeing COVID as a blip. Something which got in the way of normal operations and that their leadership style would "suffice for now" (the exact words I heard), but that when things went back to normal, the gaps would be filled in personal capability, or wouldn't matter as much. These leaders are the ones who tend to sit in the orange and yellow zones. Well, the blip is over but as I mentioned in a previous blog, the raft is further down the river. This is a missed opportunity for leadership development and building high performance leadership.
The raft is further down the river. Treating COVID as a blip is a missed opportunity for leadership development.
It Is Time to Do Better
So what does this mean for effective leadership? Simple. It's time to do better. It's time to create employee experiences fit for the future by aiming for the green zone on the ladder. This commitment to leadership effectiveness is what separates good organisations from great ones.
Gartner created a great white paper that talks about the Future of Work Trends post-COVID 19. Employee experiences both good and bad will be shaped by these trends. Leaders need to invest in themselves to ensure they are up to the challenge of creating positive experiences. This includes leveraging HR technology, embracing diversity, equity and inclusion, and refining performance management.
Where is the friction in your team?
The Leadership Friction Finder pinpoints where effort is leaking, so you fix the cause rather than the symptom.
What Employees Are Noticing
Employees have tried to be equally tolerant in their acceptance of the variable employee experiences they have seen as we pulled together as a nation through COVID. But they are also starting to wonder if they will see the type of leadership needed in the new normal. They are also starting to notice the new opportunities in the marketplace for organisations who are climbing the ladder. This is critical for employee retention and employee wellness.
The traditional "a recession means talent will stay put" mindset is less likely to occur this time, as many companies have realised that they can create highly desirable employee experiences through embracing remote and virtual work, whilst offering high trust and support.
The leaders who are able to deftly navigate the challenges around communication, trust and problem-solving, and who embody strong EQ, a growth mindset, and personal agility, will be those who succeed in creating an employee experience that keeps their teams focused and engaged. Those who don't will see their teams struggle and start to consider their options.
What to Do If You Are Struggling
So what can you do to help if you are struggling to get your head around all of this? Or you are trying to get your arms around your team by calling them all back to the office because you feel like you can't trust them working from home now the crisis is over? If you are still sliding down the ladder or sitting at the bottom?
The importance of a sounding board who truly understands the levers to pull in order to help you lead more effectively and therefore positively impact your employee experience is crucial now. That might be me, it might be someone else. Either way, it's not something you can ignore. Your struggle to lead will have long term impacts on your team and your business. So now is the time to act. Let's get you climbing.
Simplify to Amplify: the Six Week Reset
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A Holistic Approach to Employee Experience
Optimising the employee experience requires a holistic approach that goes beyond just leadership. Utilising tools like Qualtrics, Culture Amp, or Workday can provide valuable insights into employee engagement and employee retention. By fostering a strong workplace culture that prioritises employee wellness and diversity, equity and inclusion, organisations can ensure that their employee experience is both positive and sustainable in the long term.
Where to Take This Next
If turnover is climbing in teams where nothing looks obviously broken, that is friction in the system rather than a lack of effort. Take the Leadership Friction Finder and see where the drag actually sits. It takes a few minutes.
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Get the Quick-Win PackQuestions managers ask about this
How does a leader's style affect employee experience post-COVID?
A leader's style directly shapes employee experience by influencing support, trust and communication. Effective leaders adapt their approach to meet new challenges, helping teams feel cared for and engaged. Those who fail to adjust may cause confusion and lower morale, leading to disengagement or turnover.
What leadership qualities improve team engagement in uncertain times?
Leaders succeed by demonstrating strong emotional intelligence, a growth mindset and personal agility. They navigate challenges around communication and problem-solving while building trust. These qualities help create a positive employee experience that keeps teams focused and motivated despite uncertainty.
Why is returning to pre-COVID leadership styles risky?
Reverting to old leadership styles assumes a return to normal that may not happen. This risks ignoring ongoing uncertainty and new employee expectations. Leaders stuck in outdated approaches often struggle to maintain engagement, resulting in friction and potential talent loss as employees seek better experiences elsewhere.
What should managers do if they distrust remote working after the crisis?
Managers should reassess their assumptions about remote work and focus on building trust through clear communication and support. Instead of forcing a full return to the office, they need to develop new leadership practices that accommodate flexibility, helping employees stay engaged and productive while addressing concerns constructively.
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Jimmy Burroughes
FounderFormer British Army officer and corporate GM who has transformed nearly 3,500 managers into leaders across 30+ organisations. Creator of the Simplify to Amplify methodology, author of Beat Burnout, Ignite Performance, and two-time Global Recognition Award winner.
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