The results of research on the mental health of employees with different work schedules

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Traditional approaches to management are undergoing significant transformations in response to the following challenges of today’s business:

Business dynamism. Modern markets change rapidly, innovative environments require rapid solutions.

Need for Innovations. Competition requires stimulating innovation, not inhibiting creativity and new ideas.

Digital Transformation. Digital technologies are changing business approaches: updated digital management systems for effective data analysis, process automation and productivity improvement.

Company culture. A successful change in management systems also requires a change in corporate culture: to promote openness, innovation and staff training.

Despite all these modern trends, excessive control remains a focus in the management system in many companies. Among the main arguments in favor of it still sound:

• Distrust of employees and their professional level
• Fear of losing control, and with it, influence in the company
• Unconscious beliefs about control
• Pressure from above on the manager himself
• Insufficient communication and trust in the team
• Insufficient training or management skills of the immediate supervisor

As a result, the team feels:

• Lack of autonomy and motivation, and at the same time, responsibility among the employees themselves
• The creative motives of employees decrease
• Restrictions on development. Excessive control hinders the development of employees, they do not have the opportunity to solve problems independently and learn from mistakes
• Stress and demotivation. Control, which is perceived as excessive or micromanagement, often causes stress in employees, creates a feeling of mistrust and a lack of support. Emotional comfort in the team decreases
• Limitation of ideas and innovations – employees hold back initiatives due to fear of the manager’s negative reaction
• Loss of valuable employees. Often, competent and talented employees leave the company in search of a more stimulating and trusting environment
• Decreased productivity. Control, which translates into insufficient freedom of action, reduces team productivity: more time for reporting and meetings, instead of completing real tasks

As a result, the efficiency of employees decreases and their psycho-emotional burnout.

It is time to move from the paradigm of control to innovative approaches – transformation of thinking in conditions of change and leadershipwhich is a catalyst for transformations, the embodiment of courage and innovation.

From my own experience, I usually recommend paying attention to a few simple steps that can help change the paradigm of thinking:

1. Understanding the importance of trust and empathy. Realize that trust and empathy drive team development and create conditions for creativity and innovation. Supporting employee initiatives and opinions is key to a paradigm shift.
2. Learning to delegate and developing leadership skills, such as the ability to assume roles and prioritize team development, will help create a positive environment.
3. Involvement in decision-making processes. The manager can begin to involve employees in decision-making processes. This will increase the sense of personal responsibility and encourage initiative.
4. Creating an innovative culture. This may include organizing regular idea generation sessions, encouraging experimentation and learning from mistakes.
5. Support for initiatives and openness to new ideas. The manager should actively support the initiatives of employees and openly respond to new ideas. It is important to celebrate team successes and individual achievements.
6. An example of leadership. The leader should become an example of innovative thinking and leadership. By demonstrating his own openness to change and learning new approaches, he will be able to inspire his team.
7. Feedback and self-development. The manager must be open to feedback from the team and constantly work on his own self-development in order to adapt to new requirements and rapid business development.
8. Coaching format for setting goals

Changing the paradigm of thinking from control to innovation can take time and require constant effort. However, it can be of great benefit to the team, promoting its development and stimulating creativity and productivity.

Trust to the professionalism of your team – this is an extremely important moment that will open the door to unlimited opportunities.

And finally, some interesting statistical markers about the importance of team management and building relationships within it.

McKinsey report “The State of Organizations 2023: Ten Changes Transforming Organizations” is based on a global survey of 2,500 executives in 16 industries and conversations with CEOs and their teams.

10 organizational changes that are most relevant for today’s business leaders:

• Increasing speed, strengthening stability. Half of respondents to the “State of Organizations” survey believe that their organization is not ready to respond to future attacks. Those who are able to quickly recover from a series of crises can gain significant advantages over others.
• Closing the skills gap. Companies often announce technology or digital elements in their strategies without having the necessary capabilities to integrate them. To achieve competitive advantage, organizations need to build institutional capabilities.
• Leadership that is self-aware and inspiring. Today’s leaders must be able to manage themselves, lead a team of colleagues in the “C-suite” management and demonstrate the leadership skills and mentality necessary to lead at scale, coordinating and inspiring networks of teams. To do this, they must build a deep awareness of both themselves and the operating environment around them.
• Making significant progress in diversity, equality and inclusion (DEI). Although organizations prioritize DEI, in many cases the initiatives do not translate into significant progress. To realize DEI’s ambitions, leaders need to identify opportunities to make progress both within their organizations and within their communities and wider society.
• The search for a “true hybrid”, a new balance between personal presence and remote work. Since the COVID-19 pandemic, approximately 90% of organizations have implemented various hybrid work models. It is important that organizations provide structure and support for activities that are best done in person or remotely.

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