Managing does not change, not fundamentally. It is a practice, rooted in art and craft, not a science or a profession, focused on analysis. The subject matter of managing certainly changes, all the time, as do the styles that some managers favor, but not the basic practice.
There is, however, one evident change in recent times that is influencing the practice of managing: the new digital technologies, which have dramatically increased speed and volume in the transmission of information. Have their impacts on managing been likewise dramatic?
My answer is yes and no. No, because these technologies mainly reinforce the very characteristics that have long prevailed in managerial work. But yes, because this very fact may mean that the practice of managing is being driven over the edge.
What are the most important three words for any relationship between a manager and employee? No, it’s not “I love you.” Now that would be inappropriate, although not everyone would agree with that opinion. Love their jobs, yes. Love their managers or employees? Eew! No, the most important three little words are: “I trust you.” Trust is the foundation that a positive manager-employee relationship is built on. The absence of trust leads to micromanagement, fear, risk-aversion, backstabbing, destructive rumors, a lack of innovation, mistakes, and a lack of engagement. What does trust look like? It’s all in the eye of the beholder, but here’s a starter list from both the manager’s and employee’s perspective:
Employee Engagement is a hot topic right now. It is, however, possibly an even trickier one than most of us realise. That’s because we all have a different definition of what it actually is. In their 2009 report “Engaging for...
Ron McIntyre's insight:
Another installment on employee engagement from my friend Bay Jordan. Some great insight.
Are you spending enough time with your employees…or too much? New research reveals that the median time employees spend interacting with leaders is approximately three hours per week – just half of the six hours found to be optimal for employee engagement. Regardless of which of the myriad leadership styles you prefer, spending time with employees is a universal requirement.
According to a new study “Optimal Hours with the Boss” from Leadership IQ, most people spend only half the time they should be spending with their boss. People who do spend an optimal number of hours interacting with their direct leader (six hours per week) are 29% more inspired, 30% more engaged, 16% more innovative and 15% more intrinsically motivated than those who spend only one hour per week.
What’s wrong with the golden rule at work? Why shouldn’t we try to fix our weaknesses? According to consultant Mike Goldman, there is definitely better way to create highly engaged teams. In his new business fable, Performance Breakthrough: The Four Secrets of Passionate Organizations, Goldman details four strategies that dramatically increase [...]
Ron McIntyre's insight:
While I believe there are no silver bullets when it comes to engaging employees better, this article recaps some of the most basic attitudes that need to be address for any plan to work.
It’s a long-held belief that CEOs get fired (or forced to resign or retire under pressure) because of “current financial performance.” But one of my past studies found that’s wrong. My team and I interviewed 1,087 board members from 286 organizations that fired, or otherwise forced out, their chief executive. And we found that most CEOs get fired for “soft issues.” Thirty-one percent of CEOs got fired for poor change management, 28% for ignoring customers, 27% for tolerating low performers, 23% for denying reality and 22% for too much talk and not enough action.
A 2015 study from Pew Research Center found that the majority of the American public agrees that women are as capable and qualified for corporate leadership as men are. Pew reports that "most Americans find women indistinguishable from men on key leadership traits such as intelligence and capacity for innovation, with many saying they're stronger than men in terms of being compassionate and organized leaders."
But as we all know, at the end of the day, that vote of confidence hasn't resulted in gender equality in top leadership positions. There's no need to restate the numbers; if you need a refresher, my recent post on growing momentum globally for gender quotas tells some of the story.
At SHAMBAUGH, our goal is to provide solutions rather than to dwell on why these challenges relating to women's leadership aren't progressing quickly enough. To that end, here is a summary of three top capabilities that women need to thrive as leaders, based on a recent McKinsey study of 250 high-ranking female executives and validated by SHAMBAUGH's own research:
Since the mid-2000s, organizational change management and transformation have become permanent features of the business landscape. Vast new markets and labor pools have opened up, innovative technologies have put once-powerful business models on the chopping block, and capital flows and investor demand have become less predictable. To meet these challenges, firms have become more sophisticated in the best practices for organizational change management. They are far more sensitive to and more keenly aware of the role that culture plays. They’ve also had to get much better on their follow-through.
Yet according to a 2013 Strategy&/Katzenbach Center survey of global senior executives on culture and change management, the success rate of major change initiatives is only 54 percent. This is far too low. The costs are high when change efforts go wrong—not only financially but in confusion, lost opportunity, wasted resources, and diminished morale. When employees who have endured real upheaval and put in significant extra hours for an initiative that was announced with great fanfare see it simply fizzle out, cynicism sets in.
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