Optimize Your Management Team

Optimize Your Management Team

Extensive research reveals startling conditions in typical organizational settings. Gallup’s State of the American Manager Report, last updated in 2017, confirms a strong correlation between company prosperity and middle management abilities. Through the Manager Report and numerous surveys, Gallup has exposed lingering trends in employee disengagement, distrust and dissatisfaction, which directly hit the bottom line. Managers are 70% responsible for employees’ attitudes about their jobs, affecting their attendance, quality of work, willingness, loyalty and customer feedback. Gallup’s No Recovery Report found that the American GDP per capita has slowed its growth from 3% to 0.5% in the last 50 years. The growth in personal productivity has essentially stopped, even with the advent of improving technology. This puts the onus on top leadership to make sure their management structure is as effective as possible, a condition that statistics say is rare. Surveys indicate only 10% of people have a high talent to manage effectively. Unfortunately, they also show that about 82% of the management segment is chosen from outside this small window. When top leaders prioritize the quality of their management team, their organizations thrive. When they don’t, they struggle, sometimes marginally, sometimes catastrophically. Leaders enjoy the highest levels of success when they put the right people in the right roles, and train them to develop and engage their employees. Each of these steps require a thoughtful approach with diligent upkeep. Find the Best Management Candidates Leadership mindsets have changed over the last few decades. In the 2018 article, Want to Improve Productivity? Hire Better Managers, Gallup managing partner Vipula Gandhi describes the traditional leadership philosophy of control and privilege....
Personality Impacts Leadership

Personality Impacts Leadership

Despite all of the resources available to leaders today¾books, articles, seminars, coaching and training programs¾employees remain dissatisfied with leadership, their jobs and the future. After decades of attention paid to building better leaders, overall workforce distaste and distrust show little improvement. The managerial mindset is also stagnant. Only 28% of executives think their leaders’ decisions are generally good, reveals a 2009 McKinsey & Company Global Survey. Trends in trust, loyalty and employee satisfaction would point upward if the solution was as simple as improving leadership techniques or corporate practices. Traditional approaches to leadership development merely scratch the surface. The real issues occur at foundational levels and are remedied only when directly addressed. Methods and practices are important, but companies benefit only when they delve into leadership personality. The Complexities of Personality Researchers have exposed a profound truth: While stock prices, market share and material assets are important, softer factors determine true organizational strength. Employee engagement, job satisfaction and creativity play greater roles in performance, effectiveness and profitability. Leadership personality and style are the most crucial factors in organizational strength, asserts psychologist and leadership consultant Ron Warren, PhD, in Personality at Work: The Drivers and Derailers of Leadership (McGraw-Hill Education, 2017). Human personality traits have remained constant throughout history, so any progress in leadership training depends on addressing them. The spectrum of human personality is extremely complex, with experts debating its intricacies and nuances. Dr. Warren cites five behavioral traits that determine whether leaders will be beneficial or detrimental to their organizations. Each includes a pair of opposing behaviors: Openness to other ideas / cautious or distrusting of other ideas...