The Connector Manager

1. Managers are Overwhelmed and Underperforming in Employee Development

In reality, regardless of these investments, our data consistently show that managers simply don’t have what they need to succeed in today’s fast-moving, ever-evolving environment.

Increasing complexity. Today's managers face a perfect storm of challenges: macroeconomic shifts, increasingly interdependent work, and unpredictable organizational changes. These factors combine to create a workload that is simply unsustainable, leaving managers feeling overworked, overwhelmed, and underappreciated. The traditional model of management, where managers are expected to be all-knowing and all-providing, is no longer viable.

Skills gap. Employees are demanding more from their managers, particularly in terms of upskilling and development. However, managers themselves often lack the confidence and expertise to provide the necessary guidance across the increasingly broad range of skills required in today's workplace. This creates a significant skills gap, leaving employees feeling unprepared and managers feeling inadequate.

The coaching paradox. Organizations are investing heavily in manager development programs aimed at increasing coaching and feedback. Yet, despite these investments, manager quality is stagnating, and employees are not receiving the development they need. This highlights a fundamental problem: simply asking managers to "do more" is not the solution. A new approach is needed, one that recognizes the limitations of the traditional model and leverages the power of connections.

2. The "Always On" Manager: A Detriment to Employee Performance

Always On managers detract from their employees’ performance by up to 8 percent.

The myth of constant feedback. The conventional wisdom that managers should provide continuous, frequent coaching and feedback is not only unsustainable but also counterproductive. Always On managers, who attempt to provide guidance at every turn, actually degrade employee performance by up to 8%. This is because they often provide too much feedback, offer irrelevant advice, or lack the expertise to provide accurate guidance.

Feedback overkill. Employees working under Always On managers often feel overwhelmed and unable to act on the constant stream of feedback. This can lead to second-guessing, decreased confidence, and a reluctance to take initiative. Moreover, the focus on corrective feedback can create a tense atmosphere that stifles creativity and innovation.

A new approach needed. The Always On model is based on the flawed assumption that managers are the best source of coaching and feedback for all employee needs. In reality, managers often lack the time, expertise, and understanding of individual employee needs to provide effective guidance. A more enlightened approach is needed, one that leverages the power of connections to provide employees with the right support at the right time.

3. Connector Managers: The Key to Unlocking Employee Potential

The Connector has an outsize impact on employee performance, boosting it by as much as 26 percent and more than tripling the likelihood that an employee will be a high performer.

The power of connections. Connector managers, in contrast to Always On managers, focus on connecting employees with the right people and resources to support their development. This approach has a dramatic impact on employee performance, boosting it by as much as 26% and tripling the likelihood of high performance. Connector managers understand that they don't have to be the sole source of knowledge and expertise.

Three key connections. Connector managers drive performance by making three key connections:

• The Employee Connection: Understanding individual needs and personalizing development.
• The Team Connection: Fostering peer-to-peer learning and support.
• The Organization Connection: Leveraging networks for growth and development.

Leadership qualities. Connector managers share a set of leadership qualities that enable them to make these connections effectively: curiosity, courage, transparency, diverse learning, and judicious generosity. These qualities underpin the connections Connector managers make and are essential for their success.

4. The Employee Connection: Personalizing Development Through Understanding

Connectors personalize development to suit employee needs and interests.

Overinvest in diagnosis. The foundation of the employee connection is a deep understanding of each individual's unique needs, interests, and aspirations. Connector managers prioritize building trust, asking context-specific questions, and actively listening to their direct reports. This allows them to accurately diagnose development needs and tailor their approach accordingly.

Coach the person, not the problem. Connector managers recognize that every employee is different and requires a personalized approach to coaching. They flex their guidance to meet individual needs, personality, and receptivity. They also consider an employee's readiness to take on more development, ensuring that they are not overwhelmed or underchallenged.

Be positive, but be prepared to be tough. Connector managers prioritize strengths-based feedback, focusing on building employees' confidence and highlighting their potential. However, they are also comfortable providing tough feedback when necessary, delivering it with clarity, empathy, and a focus on actionable steps for improvement.

5. The Team Connection: Fostering Peer-to-Peer Learning and Support

We see Connectors regularly leveraging employees on the team for peer-to-peer development and cultivating trust on their teams to create more skill-sharing opportunities.

Team as a learning hub. Connector managers recognize the power of the team as a learning environment. They foster a positive and collaborative team culture that encourages peer-to-peer development. This involves creating opportunities for team members to share their skills, knowledge, and experiences with one another.

Leveraging diversity. Connector managers understand that the diversity of skills and perspectives within a team is a valuable asset. They encourage team members to share their unique opinions, backgrounds, and experiences, and use these differences to build team trust and improve outcomes. This creates a more inclusive and innovative environment.

Ritualizing skill sharing. Connector managers make peer skill sharing a regular practice by institutionalizing the sharing of information, strengths, and needs across the team. This can involve formal programs, such as "Each One, Teach One," or informal practices, such as regular team meetings dedicated to skill sharing. The goal is to create a culture where peer development is valued and expected.

6. The Organization Connection: Leveraging Networks for Growth

Connectors don’t just pair up employees with other colleagues, peers, or mentors and hope for the best. Rather, they prepare employees to connect with others across and outside the organization for coaching and development—and they revisit the value of the connection once it’s made.

Beyond the team. Connector managers understand that development opportunities are not limited to their immediate team or reporting lines. They actively help employees connect with individuals and resources across the organization and even outside the organization to support their growth. This involves leveraging their own networks and knowledge of the organization to identify best-fit connections.

Mapmakers. Connector managers act as mapmakers, helping employees navigate the organization and identify potential development connections. This doesn't require them to build a literal organization chart but rather to find and leverage key points of contact who can help them draw out where skills may be prevalent. They also help employees understand where "best-fit" connections can be found.

Activist coaches. Connector managers don't just make introductions and walk away. They play the role of an "activist coach," proactively preparing their employees to connect with others and reflecting with them on the connection once it's made. This involves setting clear expectations, providing guidance on how to make the most of the interaction, and following up to ensure that learning is applied.

7. Building a Connector Company: A Holistic Approach

The reality is that the status quo on any team can default to division if we foster diversity without explicitly working toward inclusion.

Beyond individual managers. Creating a Connector company requires more than just individual managers adopting the Connector approach. It requires a holistic approach that involves changes to organizational culture, processes, and systems. This includes redefining the model for manager excellence, attracting and developing Connector managers, and empowering individual contributors to take ownership of their development.

Recruiting Connector talent. Organizations should actively seek out Connector managers during the hiring process. This involves leveraging Connector voices in recruitment messaging, spotting Connector qualities among manager candidates, and using behavioral interview questions to assess their potential. The goal is to build a pipeline of Connector talent.

Developing existing managers. Organizations should invest in developing existing managers to adopt the Connector approach. This involves getting them on board with the new model, providing them with the necessary training and resources, and diversifying their career experiences to put them on the path to becoming Connectors. It also involves creating a culture that supports and rewards Connector behaviors.

8. Super Connectors: Leading the Way to a Connected Future

Good conductors know when to let an orchestra lead itself.

Elevated influence. Super Connectors are senior leaders who have mastered the Connector model and are able to amplify its impact across the organization. They are orchestrators with enterprise-wide influence who spread the Connector principles to more employees. They create the Connector infrastructure, stay in the coaching game, and become Connector magnets.

Creating the infrastructure. Super Connectors create systems, processes, or platforms that make it easier for employees to connect. This can involve implementing new technologies, streamlining existing processes, or creating new programs that foster connection and collaboration. The goal is to create an environment where connections are easy to make and highly valued.

Staying engaged. Super Connectors don't lose sight of their own coaching responsibilities, even as they rise through the ranks. They maintain close coaching relationships with their teams and carve out time in their schedules to provide guidance to others across the organization and beyond. They also continue to seek coaching from nonhierarchical sources all around them.

Last updated: March 21, 2025