Shifting from Task Management to Meaningful Conversations
I’ve been thinking a lot about what it means to be a manager/leader of people today versus what it meant when I first began to supervise/lead teams. There is so much disruption in the workplace and in what workers want/need/expect today. I set out to answer this question through personal reflection on my own experiences (good and not-so-good), research, and talking to other leaders that I have observed to be effective people developers. The good news is that despite all the disruptions reshaping the workplace, one thing has remained true for decades—an effective manager is the cornerstone of employee engagement, performance, and adaptability. Yet today, too many managers report and are perceived as being consumed by task management, leaving little room for the kind of leadership and employee focus that truly drives retention and growth.
Recent findings from Deloitte’s 2025 Global Human Capital Trends report reinforce this concern. Middle managers are drowning in operational duties while neglecting their most critical responsibility—supporting and developing people. A similar theme emerges in Deloitte’s 2025 Gen Z and Millennial Survey, underscoring that employees want more connection with their leader, not just delegation and task management. Personally, I’ve been raising the red flag for years that the trend toward flatter organizations and remote work comes with a price: employees are lacking the support and connection they need to succeed and grow.
This echoes key insights I discovered last year when I read Culture Shock (from Gallup) by Jim Clifton and Jim Harter, which draws from one of the first large-scale global surveys post-COVID-19. One of the most compelling takeaways? Organizational success is dependent on employee engagement, which is profoundly influenced by one meaningful conversation per week with their manager. A weekly check-in that lasts just 15–30 minutes—when done consistently and well, has the potential to transform relationships and workplace culture.
In my last role, my leader held a bi-weekly one-on-one with me lasting one hour, which can be just as effective, depending on the employee and the role. I was always struck by how much time he would dedicate to just checking in with me about my family, how I was doing, and how I was feeling about work, my team and my relationships inside the organization. He always started there before we ever delved into more specific work-focused topics. He prioritized ME as a human being. That meant a lot to me and certainly influenced my loyalty and engagement.
What Makes a Conversation Meaningful?
As I described above in my own personal experience, a strong one-on-one conversation isn’t just about status updates or transactional exchanges. It’s a chance to connect, support, and align. At its best, it covers:
Personal well-being and workplace sentiment
Priorities and focus areas
Roadblocks and challenges
New ideas and opportunities
Career growth and development
Feedback and support
By dedicating intentional time to these discussions, managers shift from reactive problem-solving to proactive leadership. They create space for employees to feel seen, heard, and valued—fostering trust and long-term engagement.
Reallocating Time: A Leadership Imperative
If you're constantly buried in task management, it’s time to shift the paradigm. Leadership is not about checking boxes; it’s about unlocking potential. Prioritizing meaningful and authentic conversations isn’t just a feel-good exercise, it’s a business necessity that directly impacts retention, morale, performance, and ultimately organizational success.
Start small: Block time this week for one intentional conversation with a direct report using some of these topic suggestions. Ask open-ended questions. Listen deeply. You might be surprised by the impact.