A large company’s president is making a summary closing for his top executives. He has several items to focus on during the year. He gets to one goal; communicate, communicate, communicate. When he starts discussing the goal, his executive vice president of customer service injects. The vice president states; “We have a problem. Most of our employees report to first line managers (eighty percent). According to our last surveys these employees trust their first line managers more than us. These managers do not know what we know. We have to communicate to the front line managers more effectively.” This vice president is upset about this.
What does he mean by his comment? Why does he want the employees to trust top management more? This company is one of the best in the industry. It is accomplishing most every corporate financial, political, and customer service goal. Is it just an ego thing? This is great, the employees trust their first line managers. These first line managers are a valuable resource. Top management can draw on this trust to carry out their strategy. If that is what he meant, what then?
Does he mean that the top managers need to get out of their offices more? Have his managers lost touch with the first line employee? It is not how many times each day executives go up the elevator that counts; it is how many times they come down. McKinsey and Company has an article on their website entitled,” How leaders kill meaning at work.” This article gives a summary of a study on top executives. It states, “In short, our survey showed that most executives don’t understand the power of progress in meaningful work. And the traps revealed by the diaries suggest that most executives don’t act as though progress matters.”
Via Maddie Grant