In our last blog, we explored best practices and approaches to help keep you focused and grounded as we navigate these uncertain times.

This week, we are going to share the latest research from Gallup that highlights how our work and lives have changed in the past five years. The research will reinforce the importance of effective leadership and highlight how the role of a manager has shifted over the few years. The “manager squeeze” is real and we have actively been supporting our clients through this challenging reality in our practice.

Gallup’s Research 

Gallup's research, spanning over 400,000 surveys across five years, uncovered 12 key transformations that continue to shape the workplace today. 

In this blog and in future blogs, we will explore what leaders can do to overcome these challenges and opportunities. To get us started, we have provided a summary of the study below, with our suggested tips and strategies to consider.

Tips & Strategies to Combat the 12 Transformations

The Rise of Remote and Hybrid Work
Before 2020, most employees with remote capabilities worked primarily onsite. That changed dramatically during the pandemic, and flexible work models are now the norm. Employee preferences have also split: half prefer a clear separation between work and personal life ("splitters"), while the other half prefer blending the two ("blenders"). Engagement improves when employees’ preferences match their work arrangements.

• Job permitting, identify who prefers "blending" vs. "splitting" and align work expectations accordingly.
• Focus on outcomes and deliverables vs. managing online availability. Trust is key in a hybrid model.
• Train managers on leading distributed teams: virtual coaching, inclusive meeting design, and leveraging recognition rituals.

A Drop in Employee Engagement
Employee engagement, after years of steady improvement, has declined sharply in recent years. Fewer workers report having clear expectations and a strong connection to their organization’s mission compared to just a few years ago.

• Ensure every employee understands what success looks like and use weekly check-ins to reset if needed.
• Share stories that connect daily work to the bigger mission. Involve teams in vision-setting exercises, make them part of the planning process.
• Give your people the freedom to do great work their way. Autonomy breeds engagement.

Rising Concerns Over Wellbeing and Mental Health
Employee wellbeing has taken a hit. More workers are experiencing stress, burnout, and a decline in life satisfaction, particularly among younger generations.

• Have mental health check-ins and role model vulnerability at all levels of leadership.
• Ensure your benefit plan offers counseling, support mental health days, and mindfulness subscriptions and apps are also helpful.
• Be mindful that you do not burn out your high performers. Burnout often hides behind great results, so look for behavior shifts and intervene early.

Wellbeing Programs Aren’t Always Enough
Despite the focus many organizations place on wellbeing initiatives, a small percentage of employees genuinely feel their employer cares about them. Teams with strong, supportive managers tend to experience significantly less stress.

• Embed care and wellbeing for employees into performance reviews for people leaders.
• Make care and wellbeing part of how work happens by supporting your employees in managing their workload, deadlines and by establishing clear expectations, goals and objectives.
• Celebrate caring, teamwork and collaboration by recognizing acts of empathy, peer support, team efforts, and those that foster psychological safety.

Growing Sense of Disconnection
Many workers feel detached from their roles. Even though job dissatisfaction is high, financial pressures have kept employees from switching jobs, creating a sense of being "stuck."

• Don’t take loyalty for granted. Have regular career and development conversations and show genuine appreciation for your team’s efforts.
• Address dissatisfaction openly by using stay interviews and pulse surveys to identify root causes.
• Provide micro-mobility by letting people grow horizontally and stretch into new roles within the organization.

Constant Disruption Is the New Normal
Organizational changes such as restructuring, shifting responsibilities, and budget constraints have created ongoing turbulence. Managers have been especially impacted, often bearing heavier burdens than their teams.

• Communicate with transparency, clarity, and empathy.
• Use agile planning with shorter planning cycles to allow teams to adapt quickly.
• Recognize effort, not just results, especially during stressful and chaotic periods.
  

Shifting Customer Expectations
Customer needs have changed since the pandemic, with higher expectations for service quality and digital experiences. Employee pride in company offerings has declined, signaling the need for renewed focus on customer satisfaction.

• Share customer feedback openly, making it a priority for everyone in the organization irrelevant of role.
• Train teams on delivering digital-first customer experiences.
• Encourage team members to explore their day-to-day responsibilities through the eyes of the customer.

Increasing Pressure on Managers
Managers are facing higher levels of stress and disengagement than the employees they oversee. Since managers play a pivotal role in team success, supporting them is critical to organizational health.

• Invest in manager wellbeing by offering peer groups, coaching, and “off-the-record” spaces for sharing.
• Clarify manager scope and don’t overload your leaders. Prioritize what matters most.
• Recognize and appreciate your managers, not just for results but for how they lead.

Declining Respect in the Workplace
Reports of workplace respect and civility have fallen, especially among employees who were transitioned back to onsite work against their preferences.

• Establish workplace civility norms and facilitate culture workshops. Define what respect looks like virtually and in person.
• Call out disrespect and empower bystanders and leaders to intervene in real time.
• Use employee listening tools such as pulse surveys, engagement surveys, check in’s and round tables to detect early signs of toxic culture or exclusion.

The Acceleration of AI
AI technologies are becoming more integrated into the workplace, though adoption rates vary. Those who actively use AI report gains in productivity, but many employees have yet to embrace these tools fully.

• Demystify AI by hosting short demos or learning sessions. 
• Encourage teams to explore AI tools safely and share learnings.
• Focus on digital literacy and ethical use of AI.

The Critical Role of Change Leadership
Successfully guiding teams through change requires clear, consistent communication. Organizations that invest in strong change management see greater employee confidence and adaptability, though change fatigue remains a challenge.

• Always over-communicate during change and use multiple formats — email, video, team huddles.
• Involve employees early and co-create change with those affected by it.
• Monitor for change fatigue, burnout signals and adjust pace if needed.

The Essential Role of Managers
Strong management directly impacts productivity and employee engagement. Frequent, meaningful feedback sessions — even if brief — can dramatically enhance satisfaction and performance. Given the growing complexity of managerial roles, leadership development is more important than ever.

• Train leaders on the coaching style of leadership, to move from “command and control” to “ask and empower.”
• Make giving feedback routine. Use weekly 1:1s to reflect, praise, and reset.
• Support and equip your leaders with toolkits, peer networks and training to help them lead effectively.

In the coming weeks, we will dive deeper to provide solutions on what leadership can do to level the playing field that we now operate and live in for the better.   

Stay Tuned 

What best practices and approaches are you leveraging that offset the negative impact of these transformations? What is working well for you that you want to share with our audience? 

We’d love to hear from you! Feel free to contact me at 416-560-1806 or send me an email at joanne.trotta@leadersedgeinc.ca.

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