The New Skill Managers Need Most: Solving the Right Problems
Key takeaways
- The new skill managers need most is understanding what's really driving workplace challenges. Performance and engagement issues often have multiple contributing factors.
- The best managers don't jump to conclusions. Looking at the individual, team, work, and broader organizational context leads to better decisions.
- Managers need better support, not just more responsibility. Clear priorities, coaching, and practical tools help them navigate complexity with confidence.
Employee engagement has fallen to its lowest level since 2020, and managers are increasingly expected to turn things around. At the same time, they’re leading 50% more direct reports, carrying 51% more work than is considered sustainable, and navigating constant change. That's a difficult combination—not because managers lack commitment or capability, but because today's workplace challenges rarely have a single cause.
The new skill managers need most is diagnostic thinking, or the ability to slow down to more thoroughly understand what's really driving workplace challenges before deciding how to respond. When someone seems disengaged, is it a motivation problem? A workload issue? Unclear priorities? A team dynamic? A skill gap? Often, it's some combination of these. The challenge for managers is understanding what they're actually responding to.
Looking beyond the obvious
When engagement declines or performance slips, it's natural to focus on the most visible explanation. Under pressure, we naturally look for the fastest solution. But the most visible explanation isn't always the most useful one.
An employee who appears disengaged may be unclear about priorities. A missed deadline may reflect confusion across the team rather than one person's performance. Someone struggling to adapt to change may simply need more clarity about what's changing and why.
The strongest managers resist the urge to jump straight to solutions. They pause long enough to ask questions like: What's really behind this challenge? Is this an isolated problem or a pattern? What’s making the problem more challenging now?
That shift from reacting to assessing often makes the difference between solving today's problem and preventing tomorrow's.
Finding the root, not just the symptom
Every workplace challenge is different, but most are influenced by one or more of these areas.
The individual
Sometimes the issue is connected to a person’s skills, confidence, experience, or personal circumstances. An employee who seems disengaged may actually be learning a new system or taking on unfamiliar responsibilities. The solution may be tailored feedback, training, or other forms of skill development.
The team
Communication, trust, collaboration, and shared expectations can all shape performance. A recurring issue may point to how the team works together rather than one individual. Here, the focus may be on creating the rituals and norms that create conditions for healthier team dynamics.
The work itself
Role clarity, workload, competing priorities, and decision-making authority affect how people experience work. Someone who appears overwhelmed may not need more coaching. They may need greater clarity about which priority matters most and the resourcing to take action.
The organization
Organizational priorities, processes, and change all influence how work gets done at the team level. Managers may need to flag organizational issues that are beyond their control, using skills to influence other leaders with cases supported by data, business risk implications, and strategic recommendations.
Looking across these different levels helps managers focus their energy where they can have the greatest impact.
The support managers need now
Managers need practical support that helps them make better decisions before jumping into action.
That includes:
- Practical ways to assess challenges from multiple perspectives
- Coaching that helps distinguish symptoms from root causes
- Clear priorities that support better decision-making
- Visibility into workload and team capacity
- Data that helps identify emerging issues early
- Opportunities to learn from peers
- Resources for navigating difficult conversations
- Clear ways to surface barriers that affect team performance
When managers have this kind of support, they're more confident, more effective, and better equipped to create environments where employees can succeed.
Engagement starts with understanding
The most effective managers don't succeed because they have all the answers. They succeed because they ask better questions before deciding what action to take.
Helping managers build that capability is just as important as teaching leadership skills. When managers understand what's really driving workplace challenges, they're better equipped to strengthen performance, support their teams, and stay engaged themselves.
The manager role has changed. Has your support evolved with it?
Help managers navigate complexity with confidence.
Author
Joe Grasso, PhD
VP of Workforce Transformation
Joe Grasso, PhD, is the Vice President of Workforce Transformation at Lyra Health and a clinical psychologist by training. At Lyra, he oversees Lyra's product suite for supporting workplace mental health and he leads a team of experts who consult with employers on their management practices, corporate policies, and learning and development programs. Joe has been interviewed by national media outlets including CNN, Wall Street Journal, Los Angeles Times, Fast Company, and Washington Post for his perspective on workforce mental health topics. Prior to joining Lyra, he managed the implementation of a national training program for the US Department of Veterans Affairs, where he also led quality improvement initiatives and conducted health services research. His peer-reviewed research spans topics including integrated health care, psychotherapy outcomes, and the intersection of social identities and mental health.