It looks like the tides have turned on workers, and this time back in favor of employers.  And once again, caught in the undertow are managers. They’re the ones who will be left to pick up the pieces after workers realize once again… I don’t have to live like this.   A recent Wall Street Journal article boasts, Think Work Life Balance is Over-rated?  You’re hired!  The article highlights a growing trend of companies pulling back from pandemic-era flexibility.  Instead of offering autonomy and trust, the very things we know fuel sustained success (see: Drive by Daniel Pink), some companies are now “testing the limits of what they can ask of their employees, knowing how hungry people are to work, and knowing they’re in the driver’s seat.”

Spoiler alert: this won’t last.

Labor markets swing like pendulums.  Right now, with job openings tightening, companies may feel like they hold the power.  But let’s be clear: retention based on fear is false retention.  It undermines morale, tanks productivity, and eventually triggers costly turnover.  People who stay because they feel stuck won’t stay engaged for long. And when they leave, or worse, disengage quietly—it’ll be managers left to clean up the mess.

What’s a manager to do?

Be the one who goes against the tide.

If you’re a savvy manager, you’ll recognize the opportunity in front of you to still create conditions for your folks to thrive.  A recent Pew Research Center survey shows that there’s plenty of room to grow when it comes to how people feel about their jobs, starting with the gap between how they feel about their relationship with their managers and what those managers are actually tasked with doing.  According to Pew, most workers (62%) say they’re satisfied with their relationships with their managers. Encouraging, right? But dig a little deeper:  

• Only 33% are satisfied with their opportunities for advancement.
• Only 44% feel good about the training they receive.
• Only 49% are satisfied with the feedback they get.

These numbers drop even further when broken down by race, gender, age, and income, underscoring the equity gaps still present in the workplace.

These are all critical elements of the manager’s role, building relationships, coaching and developing for performance improvement, and advocacy for their people.  Right now we’re in the midst of a workplace shift, but make no mistake about it, the companies who will ultimately come out on top are the ones who will figure out how to go against the tide.  

Here’s the truth: this moment isn’t just a threat, it’s an opportunity. Managers have a chance to be a stabilizing force during transition. A tide-defier. A culture-builder.

Your Call to Action:

If you're a manager reading this (or someone responsible for supporting workers), ask yourself:

• What can I do today to create the conditions where my team doesn’t just survive this shift, but thrives?
• Am I coaching and developing consistently, and how is it paying off?
• When’s the last time I asked my team if they had the resources and opportunities they needed to grow?

Leadership during transition isn’t about having all the answers. It’s about cultivating trust, clarity, and momentum.  If you’re a manager, that starts with you.