2026: the Year of the Manager

For many decades, organizations have invested heavily in leadership development, hoping it would strengthen culture, reduce turnover, and improve employee engagement. Leadership matters, but it has not resolved the issue of employee engagement. Employee engagement remains low across industries, and research continues to show that the vast majority of employees leave their jobs because of their manager. Managers—not compensation, benefits, perks, pizza parties, or executives—are the most influential factor in an employee’s satisfaction at work and in their ability to perform well.

Employee engagement is defined and measured by workplace productivity. It shows whether people have the support, processes, and clarity they need to do their work successfully. These elements are entirely shaped at the managerial level of high-performing organizations.

Leadership is not a title

Leadership and management are not the same, yet they are often conflated. At Indigo Path Collective, we define leadership as the intersection of strategy and values. Leaders steward the strategy and the values, and so leadership can occur at any level of the organization. An executive title does not make someone a leader; we must stop pretending it does. Executives set the strategy and identify the values that matter most for delivering it.

Managers bring the strategy and the values into daily practice. They are responsible for facilitating the team’s time, effort, energy, and attention. This comes directly from The Trauma-Informed Manager, which frames the manager’s work as both operational and relational.

Managers leverage relationships, systems, and information

A manager’s influence comes from three foundational responsibilities that shape the entire employee experience.

Relationships. Managers establish the relational environment that supports trust, fairness, respect, and psychological safety. This environment affects how well people think, communicate, and take responsibility.

Systems. Managers organize processes, routines, and workflows. Strong processes reduce confusion and stabilize the workday. Weak processes create friction and increase turnover.

Information. Managers ensure team members receive clear guidance and consistent communication. Clarity strengthens shared understanding and reduces preventable conflict.

These foundations determine how people feel at work and how well they perform. When managers steward relationships, systems, and information well, engagement rises because people receive the support, processes, and clarity required for healthy performance.

The cultural reality of 2025 increased pressure on managers

The political, legal, and social climate of 2025 placed new demands on workplaces. Many organizations reduced or eliminated their DEI commitments, creating uncertainty and uneven expectations. Managers were left to address belonging, psychological safety, and cultural responsiveness without the structural support these initiatives once provided.

The financial cost of poor management

In The Trauma-Informed Manager, poor management is identified as a direct financial risk. Ineffective management increases turnover, reduces productivity, weakens communication, and disrupts team stability. Each of these outcomes carries a measurable cost. When managers lack training or systems that support their roles, organizations spend more time replacing talent and repairing preventable problems than advancing their strategy.

Why trauma-informed management is essential for 2026

Trauma-informed management recognizes that stress, identity, past experiences, and the nervous system shape human behavior. It equips managers to create environments where people can think clearly, communicate openly, and perform with stability.

If organizations want healthier cultures and stronger results in 2026, they must invest in a formal Manager Effectiveness Program. They need systems, training, and communication that support managers in their operational and relational responsibilities.

2026 must be the Year of the Manager. The future of work depends on it.