{"id":348703,"date":"2025-12-17T23:19:54","date_gmt":"2025-12-17T23:19:54","guid":{"rendered":"https:\/\/peraltafinancing.com\/uncategorized\/the-pernicious-problem-you-didnt-know-you-had-team-first-managers\/"},"modified":"2025-12-17T23:19:54","modified_gmt":"2025-12-17T23:19:54","slug":"the-pernicious-problem-you-didnt-know-you-had-team-first-managers","status":"publish","type":"post","link":"https:\/\/fivemor.com\/?p=348703","title":{"rendered":"The Pernicious Problem You Didn\u2019t Know You Had: Team-First Managers"},"content":{"rendered":"


\n<\/p>\n

\n

If you have\u00a0ever\u00a0sat in a meeting where employee turnover was being discussed,\u00a0and if in that meeting, they discussed problems and potential solutions to the turnover issue, you have probably heard someone chime in with what sounded like a very insightful observation:\u00a0\u201cyou don\u2019t quit a job; you quit a manager.\u201d\u00a0We\u2019ve all heard it a hundred times, and it\u00a0honestly\u00a0sounds\u00a0pretty\u00a0valid.\u00a0Whenever it is said, the responses range from gentle nods of tacit agreement to\u00a0someone mumbling under their breath \u201cyou can say that again.\u201d\u00a0<\/span>\u00a0<\/span><\/p>\n

Data collected\u00a0by TMA\u00a0Performance\u00a0over 25 years\u00a0of employee survey responses\u00a0from thousands of organizations tells us that employees do, in fact, quit\u00a0organizations\u00a0all the time\u00a0for all kinds of reasons that do not include their managers.\u00a0The leading reason employees leave jobs according to exit survey data is for a growth opportunity at another organization\u2014increased responsibility or increased money. Still, we know that managers play a fundamental role in engaging their employees\u2014they just might not play\u00a0the role you think they play.\u00a0In most employee surveys we see\u00a0a very common\u00a0theme: employees\u00a0love their immediate teams, which includes co-workers and direct managers.\u00a0In our same\u00a0survey\u00a0benchmarks that\u00a0hold direct managers in\u00a0very high\u00a0esteem, we see lower scores related to confidence in executive leaders. We see low scores in employee voice and organizational communication. We\u00a0see middling scores related to\u00a0confidence in the future of the company.\u00a0<\/span>\u00a0<\/span><\/p>\n

The same employees who love their managers\u00a0have tepid opinions of the organization overall.\u00a0They have low confidence in executive leaders, they are dissatisfied with communication, they do not feel like they have a voice in the organization, they feel their career prospects are limited, and some feel like they\u00a0don\u2019t\u00a0belong in the organization.\u00a0How an employee feels about their manager has almost nothing to do with\u00a0whether or not\u00a0they feel like they belong in the organization.<\/strong>\u00a0We know that belonging is the most common driver of engagement across all the organizations we have surveyed over the last decade. If I feel like I belong\u00a0in\u00a0an organization, I am far more likely to also engage in that organization.\u00a0<\/span>\u00a0<\/span><\/p>\n

What do managers have to do with a sense of belonging? Most managers do an excellent job of fostering belonging at the team level. Why doesn\u2019t that positive feeling transfer over to the organization? This brings us to the problem you didn\u2019t know you had: Team-First Managers.<\/span>\u00a0<\/span><\/p>\n

What is a Team-First Manager?<\/h2>\n

The tendency of most managers (especially new managers) is to wrap their arms around their teams and protect them. The happiness of the people on their teams is their highest priority.\u00a0If you asked most managers to\u00a0identify\u00a0the members of their primary team, they would\u00a0identify\u00a0the people who report to them directly.\u00a0Such managers are willing to go to\u00a0battle with other departments and the overall organization on behalf of their teams.\u00a0All of this sounds great, right?\u00a0Wouldn\u2019t you want to work for a team-first manager?\u00a0Here\u2019s\u00a0why it\u00a0becomes\u00a0a problem.\u00a0The practice of defending a team against senior leadership and other departments\u00a0leads to a separation.\u00a0Being a team-first manager may seem altruistic.\u00a0In reality, behind\u00a0all of\u00a0the acts\u00a0of bravery on behalf of the team is a deep-seated desire to be liked by direct reports.\u00a0Managers who want to be liked by their teams have\u00a0a very hard\u00a0time playing the role of organizational\u00a0spokesman. In fact, they might see\u00a0speaking on behalf of the organization as \u201cbeing the bad guy.\u201d The very mindset that employees need to be protected\u00a0from the rest of the organization is pernicious.\u00a0<\/span>\u00a0<\/span><\/p>\n

What\u2019s the Harm in a Team-First Manager?<\/h3>\n

When employees take a job, they are taking a job with the organization\u2014not with the manager. When employees get their paycheck, the paycheck comes from the organization\u2014not the manager. When employees look to expand their careers, they\u00a0look outside their own teams to do so. When employees need to make meaningful\u00a0change, they need to do so with the help of other departments and executives. Indeed, the relationships\u00a0employees form outside of their nuclear teams are\u00a0maybe more\u00a0important than the relationships they form inside their nuclear teams\u00a0over the long term. Having success within a team\u2014in a silo\u2014only provides so much satisfaction, especially when the team\u2019s goals are disconnected from the goals of the organization.\u00a0Having success that is tightly integrated with the success of the organization is far more meaningful.\u00a0In this case, employees\u00a0are able to\u00a0see their place in the organization and feel like they belong to something greater than their small teams.\u00a0Other people notice\u00a0their\u00a0contributions\u00a0too.\u00a0Likewise, when team goals align with the goals of the larger organization,\u00a0team members feel more involved in the organization than they do their own teams, and subordinating the needs of the team\u00a0to the needs of the rest of the organization becomes natural.\u00a0<\/span>\u00a0<\/span><\/p>\n

It is here that a manager can really make a difference. A manager that insists upon\u00a0prioritizing team wants and desires over organizational needs will\u00a0likely win\u00a0favor with team members. The short-term harmony this produces might\u00a0feel good for now, but over the long-term, team members will never fully integrate with the rest of the organization.\u00a0Likewise,\u00a0managers who\u00a0fail to\u00a0advocate for the organization when communicating decisions made by\u00a0the organization, run the risk of creating a rift between their employees and senior leaders.\u00a0<\/span>\u00a0<\/span><\/p>\n

Here\u2019s how it happens: managers worry that decisions made by senior leadership will be unpopular, so instead of\u00a0supporting and providing rationale and context for the decision, they take a defensive posture\u00a0and either verbally or non-verbally let their teams know that the decision is something that is happening to them.\u00a0The irony\u00a0is that while this approach may engender\u00a0a positive connection between the manager and the employee, the\u00a0relationship between the employee and their actual employer\u00a0becomes strained. It places the employee in the position of being the victim\u2014at the mercy of the\u00a0metaphorical\u00a0\u201cboogie man\u201d\u00a0that is the organization.\u00a0<\/span>\u00a0<\/span><\/p>\n

A manager\u00a0can and should have concern over\u00a0how direct reports receive and interpret communications and decisions from senior leaders.\u00a0The primary concern should be that\u00a0direct reports have a firm grasp of the rationale and the impact of the decisions\u2014both positive and negative.\u00a0Above all,\u00a0managers\u00a0should find a way to be supportive of decisions and information that is passed along from senior leaders, even when the immediate\u00a0perception\u00a0is that\u00a0the information negatively\u00a0impacts\u00a0their\u00a0teams.<\/span>\u00a0<\/span><\/p>\n

Organization-First Managers<\/h2>\n

When I talk to leadership teams about being org-first managers, I often respond to a lot of misconceptions. The assumption is often that if a manager is on the side of the organization, they cannot be on the side of the\u00a0team\u2014as though the two entities\u00a0are in\u00a0some sort of opposition. In fact,\u00a0the best thing for the team in the long term is that the manager\u00a0takes an org-first approach.\u00a0There are many similarities between\u00a0org-first and team-first\u00a0managers.\u00a0<\/span>\u00a0<\/span><\/p>\n

Like team-first managers, org-first managers also:<\/h3>\n
    \n
  • Treat team-members with fairness and respect<\/span>\u00a0<\/span><\/li>\n<\/ul>\n
      \n
    • Care about the personal needs of team members<\/span>\u00a0<\/span><\/li>\n<\/ul>\n
        \n
      • Invest in the development of team-members<\/span>\u00a0<\/span><\/li>\n<\/ul>\n
          \n
        • Advocate for team members<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

          The difference of an Org-First Manager vs a Team-First Manager<\/h2>\n

          Taking an org-first approach does not mean that managers abandon the relationships they have with team members. Some of the\u00a0more destructive team-first practices, however,\u00a0are abandoned. These include\u00a0us-versus-them mentality, protecting team members from senior leaders,\u00a0prioritizing team-member wants over organizational needs,\u00a0and\u00a0the mentality that assumes\u00a0organizational decisions are happening to us.\u00a0<\/span>\u00a0<\/span><\/p>\n

          The org-first approach leans into positive behaviors and activities that engender positive feelings between team members and\u00a0other departments,\u00a0senior leaders, and the organization overall.\u00a0Some of the\u00a0things\u00a0org-first managers do well are the following:<\/span>\u00a0<\/span><\/p>\n

            \n
          • Build connections across functions and departments<\/span>\u00a0<\/span><\/li>\n<\/ul>\n
              \n
            • Advocate for organizational strategy, direction, and decisions<\/span>\u00a0<\/span><\/li>\n<\/ul>\n
                \n
              • Build excitement and optimism for the future of the organization<\/span>\u00a0<\/span><\/li>\n<\/ul>\n
                  \n
                • Prioritize organizational goals over the needs and wants of the team<\/span>\u00a0<\/span><\/li>\n<\/ul>\n
                    \n
                  • Expose and connect team members\u00a0to all parts of the organization<\/span>\u00a0<\/span><\/li>\n<\/ul>\n
                      \n
                    • Align team goals\u00a0to organizational goals<\/span>\u00a0<\/span><\/li>\n<\/ul>\n
                        \n
                      • View and treat peer managers\u00a0as primary team members<\/span>\u00a0<\/span><\/li>\n<\/ul>\n
                          \n
                        • Align development of team members with future and current needs in the organization<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

                          As we have researched engagement surveys over time, we have seen\u00a0a consistent pattern\u00a0emerge.\u00a0How people feel about their managers and teams has\u00a0very little\u00a0impact on how they feel about the organization overall. We have also seen that the\u00a0most critical factor in\u00a0determining\u00a0whether\u00a0employees\u00a0will engage is the relationship employees\u00a0have\u00a0with the organization overall.\u00a0Research also tells us that managers have a critical role in shaping that relationship. If\u00a0managers can help employees view the organization in a positive light and help employees see their\u00a0current contribution in the organization as well as their path in the future of the organization, those employees are likely to feel a sense of belonging. When employees\u00a0can\u00a0honestly\u00a0say they feel they belong in an organization, they are far more likely to engage.\u00a0Managers who adopt org-first tactics will not only be able to form strong relationships with team members, but they will be setting their team members up to maximize their contributions and future careers\u00a0within that organization.\u00a0\u00a0<\/span>\u00a0<\/span><\/p>\n<\/div>\n\n","protected":false},"excerpt":{"rendered":"

                          If you have\u00a0ever\u00a0sat in a meeting where employee turnover was being discussed,\u00a0and if in that meeting, they discussed problems and potential solutions to the turnover issue, you have probably heard someone chime in with what sounded like a very insightful observation:\u00a0\u201cyou don\u2019t quit a job; you quit a manager.\u201d\u00a0We\u2019ve all heard it a hundred times, […]<\/p>\n","protected":false},"author":1,"featured_media":312992,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[142770,142771,97618],"tags":[142772,142773,7972,11419,170708,4106,170709],"dealstore":[],"offerexpiration":[],"class_list":["post-348703","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-360-degree-feedback","category-360-feedback","category-article","tag-360-degree-feedback","tag-360-feedback","tag-didnt","tag-managers","tag-pernicious","tag-problem","tag-teamfirst"],"yoast_head":"\nThe Pernicious Problem You Didn\u2019t Know You Had: Team-First Managers - 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