We recently ran a LinkedIn poll asking a simple but revealing question: What is the number one trait of a great manager in 2026? The results were clear: 44% chose Empathy & Support 33% chose Clear Communication 22% chose Professional Mentorship While communication and mentorship remain essential, one message stood out above the rest: the modern workforce is prioritising human connection more than ever before. As a recruitment agency working closely with both employers and candidates, this result reflects what we're seeing every day in the market. The expectations placed on managers have evolved - and empathy is no longer a "nice to have". It's a core leadership capability. What Empathy looks like in practice Empathy is often misunderstood as something abstract or difficult to ease. In reality, it shows up in very practical, observable behaviours. 1.Listening first, solving second Great managers resist the urge to immediately fix problems. Instead, they take time to understand the full context - asking thoughtful questions and giving employees space to be heard. 2.Personalising Management Styles Not every team member is motivated or supported in the same way. Empathetic managers adapt their approach based on individual needs, whether that's flexibility autonomy, or more structured guidance. 3.Checking In - not just checking on There's a difference between tracking performance and genuinely checking in on someone's wellbeing. High-performing managers make time for both. 4.Creating safe spaces for feedback Employees are far more likely to speak up, share ideas, and raise concerns when they feel psychologically safe. Empathy is a key driver of that environment. How managers can build stronger empathy The good news? Empathy is not an innate trait - it's a skill that can be developed. Build active listening habits This means removing distractions, asking open-ended question, and reflecting back what you've heard. Small changes here can dramatically improve trust. Increase Self-awareness Understanding your own communication style, biases, and triggers allow you to respond more thoughtfully to others. Make time for regular 1:1s Consistent, structured conversations create space for employees to share challenges early - before they escalate. Lead with curiosity, not assumption Instead of jumping to conclusions, empathetic managers seek to understand the "why" behind behaviours or performance changes. What this means for employers in 2026 If empathy is now the top trait of great managers, businesses need to reflect this in how they hire, train and promote leaders. This includes: Hiring for emotional intelligence, not just technical capability. Embedding empathy into leadership development programs. Measuring management effectiveness through team feedback. As recruiters, we're seeing a clear trend: companies that prioritise empathetic leadership are more successful in attracting and retaining top talent. Final thoughts The results our poll highlight a broader shift in leadership expectations. Employees want managers who understand them, support them, and help them succeed - not just professionally, but as people.

How to do something different..

The Four-Day Work Week: People Want It — But Is It Ready? We recently ran a poll asking what people consider their ideal work week. The result? 30% said a four-day work week . That’s a significant number. Nearly one in three people would prefer working four days instead of five - and they’re not alone. Across Australia and globally, the idea of a shorter work week has moved from a fringe concept to a serious workplace conversation.  Why the Appeal? Supporters argue that a four-day work week (without a pay cut) can: Reduce burnout Improve mental health Increase productivity Help attract and retain talent Several trials, including programs coordinated by 4 Day Week Global, have reported improved employee wellbeing and stable (or even increased) productivity in participating organisations. The Current Debate in Australia In Australia, unions such as the Australian Council of Trade Unions have advocated for exploring shorter work weeks, arguing productivity gains over decades should translate into better work-life balance. At the same time, business groups and some councils have expressed caution. Concerns often focus on: Cost pressures Operational feasibility in certain industries Impact on small businesses Service delivery in public sector roles Some local government proposals have sparked public debate, showing that while the idea is popular with workers, implementation is far from simple. So What’s Next? The interest is clearly there. The poll reflects a broader shift in expectations, people are rethinking what “full-time” work should look like. The real question isn’t whether people want a four-day week. It’s whether organisations can redesign work in a way that makes it sustainable. And perhaps more importantly, whether productivity gains should translate into more output… or more time.

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