Managers who do not have high qualification required for their management functions cost, companies and businesses worldwide millions of dollars annually. A critical mass of bad managers can drag down a company. Yet a Gallup global survey shows that in 82% of cases, businesses and organizations fail in choosing the right person for leadership positions.
“His only defense to this problem is a good plan of attack, because when companies take wrong decisions, there is no way to correct it,” warned Dr. Jim Harter, and Randall J. Beck, senior Gallup.
Two comprehensive studies conducted by Gallup in 2012 showed a general trend of lower levels of employee engagement compared to their jobs. Only in the US only 30% of employees feel responsible and committed to their job and employees worldwide rate was only 13%. Worse than that, during the last 12 years, these numbers have not changed at all. This means that most workers at global scale, does not develop and does not contribute substantially to the work. Those who are responsible for these differences between the commitment / responsibility of employees towards their jobs, are their leaders.
Gallup found a link between worker commitment to his work unit level, key performance indicators, such as high profitability, productivity, customer satisfaction and still more. In a situation in which a company manages to raise the level of concern of employees consistently in all its departments – all indications are growing. How to do this? Put the management of each department, an excellent manager. Such a person can take a group and make it a team, a person can maximize team performance. But first, companies must find excellent managers. How do you find? Gallup enumerates five talents that are shared by the top managers:
- They are pushing each work team and every employee by creating a vision for the achievement of which everyone strive together
- they are assertive and are able to lead to results, and the ability to overcome objections and denials
- They create a culture of accountability
- They build relationships based on trust and open dialogue and transparency încurajeza
- They make decisions that are based on productivity, not organizational policy
According to Beck Harter, on average, only one in ten people have in their totality these skills. While many people are remarkable in some characteristics, few have this unique combination that is needed to push staff to excellence, thus improving the company’s performance significantly. When people call these 10% in management positions, her team members talking about creating their sense of personal attachment, thus maintaining the high performance and a culture of productivity. Their contribution is extraordinary company.
Research Gallup shows that in recent years, organizations have learned to their slowly improving chances of finding the right person for the right job – about 18% of respondents who are in positions of leadership have demonstrated a high level of talent for their positions in while 36% of them showed a talent management environment. This means that in 82% of cases, companies do not recruit the right people for key positions.
Harter and Beck argue that every manager can learn to create a sense of personal atasamment the members of his team. However, they point out that without a natural talent to focus on the needs and strengths of each team, with the ability to assess their employees fairly and without charisma to unite people around a cause and to make them perform efficient processes – functioning daily will burn both those responsible cit and staff – and as noted above, companies pay a very high price for this kind of bungling work of identifying candidates correct to drive jobs.
Its conventional selection processes brings a significant contribution to the election of directors unfit and harmful introducing labor standards. Too little research or science is invested in companies he tries to find the right person for the job. When Gallup asked executives what they think Americans occupy their current position, they indicated generally had success in previous pregnancies, which in general were management positions, their experience or their length of employment with the company. Promoting these criteria do not take into account the fundamental question of whether the person has the right qualities and skills to serve as director. Those were good developers, a successful sales person or an excellent engineer, for example, does not necessarily have none of the attributes needed to lead others. Experience and skills in working in the company are important, but managerial talent, innate natural qualities of executives, think, behave and feel – are predictors of success in leadership positions. Talents are innate, and they are the cornerstones for high performance executions without which, say Harter and Beck, no training or experience will not change the essential result.
Very few people enjoy all the qualities of a good manager. Most managers are at the forefront of their team, at best indifferent to the work of staff and the worst case this feeling dissatisfied and bitter colleagues and clients. Companies that fail to increase the number of talented managers reach up an impressive commitment / attachment to the company among employees and ultimately increase their profits.
Harter and Beck remarked that finding very good manager does not depend on market conditions. They say that large companies keep a manager for every 10 employees. Gallup found that one in ten respondents had an innate talent management. “When we do the math, it is likely that any team is having a person with this innate talent,” said Harter Beck, “but given our findings, chances are that this person is not the manager, is just a worker with talent just waiting to discover it. “
This post is based on an article published in Harvard Business Review.