22 May 2026
Managers have always been the engines of performance, but the role has changed dramatically. Today’s managers are expected not just to meet goals but to foster meaningful connection, promote well-being and support adaptability within their teams, making their work more purposeful and impactful.
This change can present both a difficulty and an opportunity for growth and sustainability: how to give managers the contemporary management skills that promote engagement, retention and resilience. Supporting team well-being, adjusting to rapid change and meeting increasingly demanding performance targets are demands many managers are handling more than ever, frequently without the resources or time to do it all well.
In an era where Artificial Intelligence (AI) can create a project plan and a dashboard can identify an issue, human management skills have become the real competitive advantage. Traditionally, management skills have concentrated on process. Today’s key people management skills include:
Adaptability and resilience: Today’s managers help teams remain stable and focused by guiding them through constant change, including reorganisations and AI disruption.
Motivation and recognition: While acknowledgment is still important, real involvement is now more important. This involves figuring out what motivates each individual and relating their effort to a greater goal.
It takes targeted training and an environment that allows managers to practice and implement new skills, which directly enhances their effectiveness and contributes to organisational improvement, including:
Management skills training: Without practical, scenario-based support that offers real-world relevance, managers are left guessing and employees feel the impact. For new managers promoted for abilities other than people management, this targeted training can foster confidence and a sense of preparedness in leadership development. Offer people management training that builds human-centered leadership skills such as empathy, adaptability and mental health literacy. Pair it with individual coaching so managers can practice these skills, apply them to real situations and receive tailored guidance for their role.
Skills performance: Promotions that depend solely on key performance index numbers give the impression that people are secondary. Connecting with and motivating managers can be just as valuable as producing measurements. Incorporate human connection skills into performance reviews. Employ feedback programs and recognise managers who not only exceed quotas but also foster engagement and confidence.
Create efficiency: When managers are overworked, they are unable to develop relationships. Compared to a few years ago, the average manager now has three times as many direct reports. Even the greatest skills can’t make up for capacity breaks. Review manager workloads and goals to show understanding and support. Establish reasonable spheres of influence and provide coaching assistance so managers feel valued and less isolated in managing emotional work.
Foster independence and trust: Micromanagement drains energy and engagement. High-performing teams thrive on independence and trust. Empower managers to coach, not control. This means giving employees ownership over their work and trusting them to deliver.
Build leadership skill
Overworked managers are unable to set an example of balance for their teams. Effective leadership requires self-care, so it’s not a luxury. Establish good boundaries, take time off and access mental health services when needed. When leaders care for themselves, they lead with more empathy, clarity, and sustainability.
The manager role has evolved faster than most organisations’ support systems. By investing in modern management skills now, you can help prevent burnout, strengthen culture and build resilient teams ready for the future of work.
Ref: www.lyrahealth.com www.uasa.org.za