IAC on LinkedIn: #management #careerprogression #promotions
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The topic of becoming/being a manager seems to be growing in the corporate zeitgeist at the moment. So we did a little pulse check last week. 👀
70% of respondents agreed it was unfair that management responsibilities seem like the only way to progress. 🤨
Why is this important? Well, it splits the working cohort into fields of highly skilled "individual contributors" and "managers."
Unfortunately, with the pressure to progress, some people become managers against their own interests or without proper management training at all.
Managers are such an important feature of working life; it's important that people are well-prepared for these roles, not just pushed in that direction because that's always how it's been...
What do you think? Feel free to share your management hot takes below. 👇👇👇
#management#careerprogression#promotions
A Unique Perspective on Risk Assurance, Personal/Professional Development and Mental/Financial Health | Chartered Internal Auditor | Blogger | Investor | Mentor | Social Mobility Advocate | #Kaizen | #IA4.0
I've never led an organisation - I imagine this is the only viable means of operating in many instances?
The increased compensation needs to be derived through value added to the company.
So unless you're an elite salesperson, or an operations expert, or indeed a risk/compliance/QA/IA professional, who actively adds value, or reduces waste/cost/risk exposure through being good at their job, where does the additional money come from?
Equally, it's a really important point - as David said, maybe this is a key reason why poor leadership is seemingly so prevalent.
Difficult to see where we could go from there - poor leaders probably don't see themselves as such and therefore wouldn't necessarily seek training and improvement of their leadership, continuous improvement being more a trait of a good leader, I'd suggest.
This is such an important topic, because it is one of the reasons why so many organisations have such poor leadership. If you put people into a role that they don't want, but feel they have to take they end up unhappy and are highly unlikely to be able to deliver effectively.
💥This is such an important topic.💥
It is one of the main reasons why so many organisations have such poor leadership.
If you put people into a role that they don't want, but feel they have to take, they end up unhappy and are highly unlikely to be able to deliver effectively.
Combine that with the woeful lack of management and leadership training and unsurprisingly we have issues.
We need a more nuanced approach to career progression and development, where highly skilled individual contributors are valued and progressed, combined with excellent and ongoing training for those in leadership roles.
#leadershipdevelopment#servantleadership#retention#recruitment
The topic of becoming/being a manager seems to be growing in the corporate zeitgeist at the moment. So we did a little pulse check last week. 👀
70% of respondents agreed it was unfair that management responsibilities seem like the only way to progress. 🤨
Why is this important? Well, it splits the working cohort into fields of highly skilled "individual contributors" and "managers."
Unfortunately, with the pressure to progress, some people become managers against their own interests or without proper management training at all.
Managers are such an important feature of working life; it's important that people are well-prepared for these roles, not just pushed in that direction because that's always how it's been...
What do you think? Feel free to share your management hot takes below. 👇👇👇
#management#careerprogression#promotions
Every manager I know wants to do well by their employees.
Yet, just 28% of employees would strongly recommend their manager to a friend. What is causing this significant gap between manager intention and results?
Our research finds that there are four key elements to effective management:
1. Contact: My manager supports my success through regular one-to-one meetings.
2. Recognition: My manager regularly provides me with recognition that makes me feel valued.
3. Coaching: My manager provides me with guidance that helps me to be more effective in my role.
4. Professional development: My manager supports my personal and professional development goals.
Our research also demonstrates an undeniable link between management and engagement. The latest Manager Empowerment Report data reveals that 89% of respondents who would recommend their manager also reported being highly engaged.
That means that you, as a manager, have incredible potential to improve your organization's performance using the four elements outlined above.
Check out the Achievers blog post to learn more about how you can level-up your management style.
https://lnkd.in/gTdRTHqN
P.S. I post this #ManagementMonday series on #LinkedIn every week to not only share the research and actionable tools that lead to better leadership but also to expand my own knowledge. As such, look forward to learning from your thoughts, comments, and ideas.
#Achievers#Management#Leadership#FutureOfWork
🔍 What really is 'micro management'? 🔍
Micromanagement, simply put, is a leadership style characterised by excessive control and involvement in the minute details of a task or project.
📊 Our platform's insights reveal that leadership is a powerful driver for engagement. Specifically, the time a manager invests in coaching and skill development plays a pivotal role in an employee's overall feeling towards work.
🌟 However, the question arises: How much is too much? All industries operate differently, with property companies and central government establishments excelling at finding the leadership sweet spot (62% & 64% positive responses respectively).
💡 Tips for Efficient Management without Micromanaging 💡
1️⃣ Set Clear Expectations: Provide a clear roadmap and let your team members take ownership of their tasks.
2️⃣ Encourage Autonomy: Trust your team's capabilities and give them room to excel.
💪 Empowering Employees in a Micromanaged Environment 💪
1️⃣ Open Communication: Initiate a conversation with your manager. Share your progress and express your need for a bit more independence.
2️⃣ Seek Feedback Diplomatically: Ask for feedback on specific areas to demonstrate your willingness to learn and grow.
#LeadershipMatters#EmployeeEngagement#EffectiveManagement#CareerGrowth#ProfessionalDevelopment
𝐀𝐫𝐞 𝐘𝐨𝐮 𝐄𝐧𝐚𝐛𝐥𝐢𝐧𝐠 𝐘𝐨𝐮𝐫 𝐏𝐞𝐨𝐩𝐥𝐞 𝐌𝐚𝐧𝐚𝐠𝐞𝐫𝐬 𝐭𝐨 𝐓𝐡𝐫𝐢𝐯𝐞?
People managers play a crucial role in a company's success, yet they often lack the support they need to excel.
In a recent survey of over 200 management leaders, we uncovered major obstacles that organizations unwittingly create for their people managers:
1. 𝐔𝐧𝐜𝐥𝐞𝐚𝐫 𝐄𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧𝐬: One-third of organizations don't have formal ways to measure a people manager's success, and 26% 𝐟𝐚𝐢𝐥 𝐭𝐨 𝐜𝐥𝐞𝐚𝐫𝐥𝐲 𝐝𝐞𝐟𝐢𝐧𝐞 𝐭𝐡𝐞𝐢𝐫 𝐫𝐨𝐥𝐞𝐬 𝐚𝐧𝐝 𝐫𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬.
2. 𝐌𝐢𝐬𝐚𝐥𝐢𝐠𝐧𝐞𝐝 𝐆𝐨𝐚𝐥𝐬: People managers are 50% less likely than their organizations to say their teams are consistently achieving their goals.
3. 𝐖𝐨𝐫𝐤-𝐋𝐢𝐟𝐞 𝐈𝐦𝐛𝐚𝐥𝐚𝐧𝐜𝐞: Only 10% of organizations prioritize a healthy work-life balance for their people managers.
4. 𝐈𝐧𝐚𝐝𝐞𝐪𝐮𝐚𝐭𝐞 𝐓𝐫𝐚𝐢𝐧𝐢𝐧𝐠: Nearly one in four people managers cite insufficient training as a significant challenge hindering their success.
These findings reveal a concerning disconnect between organizations and their people managers.
By addressing these issues, organizations can empower managers to lead effectively and unlock the full potential of their workforce.
Download our report (link in comments) to gain valuable insights and implement solutions that set your people managers – and your entire organization – up for success.
#LeadershipDevelopment#EmployeeEngagement#StrategicAlignment#PerformanceManagement
Too many managers believe that the way to achieve results is by continuously telling people what to do and when to do it. If this kind of manager had a clear notion about what it should look like when the organization is performing well, she could set clear, objective, expectations, hold people accountable, and achieve desired outcomes with much less stress for all involved. #LetsBeClear#organizationperformance#orghealth#focusedmanagementpro
Too often, employees are placed in management roles based on their ability to perform, not their ability to lead.
Management is a whole different ball game. It requires a unique set of skills, competencies, and to some degree, personality traits.
You can be a great manager, but you have to advocate for yourself.
💡 Actively seek out training
💡 Perform regular self reflections to identify your own strengths and weaknesses
💡 Look for opportunities to improve
💡 Gather feedback from your staff
‼️ Don’t give up ‼️
You may be set up to fail, but you’re not DESTINED to fail. You can flip the script. You can succeed!
#Manager#Management#Leadership#PersonalGrowth#SuccessfulManagement
Owner/Founder of BTOM Consultants | Managing people is hard - I make it easier. | I help stressed managers get results and build great teams | M&M addict
A bold statement, but I'm ready to back it up.
Managers are set up to fail.
Bear with me, this will be a bit longer than usual. But this is important for managers to know.
Orgs have spent billions on management and leadership training. They've spent as much or more on engagement programs.
Result - flat engagement, quiet quitting, employee vs. employer distrust at high levels, and a battle for "leverage" over the other than working together.
Orgs know that 60% of managers fail in their first 2 years.
Orgs know that the training they've provided hasn't worked.
Orgs know that burnout and stress for managers are high for managers.
Orgs don't care - they don't value what the manager does. They see the manager as a "cost" not a benefit.
Orgs want managers to go away - that is why they promote flat organizations and unworkable systems like holocracy.
THERE IS GOOD NEWS
Managers don't have to fail. They can learn the behaviors that build great teams and get great results.
Better - they can do this in any organization without their explicit support.
Learn to be a Great Manager. It is time to act now.
DM me if you want to join the Great Manager revolution.
#GreatManager#TeamGame#Revolution
I admittedly only got to read the the McKinsey piece (https://lnkd.in/eQrhcX52) because... well, I have other things to do on the weekend :P
Anyhow, a few interesting ideas from it that resonated with me and some reflections on relevance to governmental & nonprofit public health:
- Don't automatically assume an amazing individual contributor / subject matter expert wants to, or should be, promoted to a people management job. We see this mistake happen time and time again in public health and nonprofits. This can be particularly problematic because so many public health problems are "wicked problems" and require system thinking, while some problems excellently tackled by individual contributors are extremely difficult, but not necessarily "wicked".
- My gut feeling is that governmental and nonprofit executives often rise up the ranks as great individual contributors but aren't the best people managers or systems thinkers. As such, executive leaders might not have the skills or training to identify individual contributors that might be better leveraged as people managers. Unfortunately, they're similarly at risk of promoting great individual contributors to middle and executive management roles to the detriment of the organization.
- "Middle managers are the center of the action". When middle management leaves -- especially if there's insufficient succession planning, knowledge transfer, and protocolization -- the connection between individual contributors and executive leadership falls apart. In governmental organizations, middle managers are the heart and memory of organization as top brass is often directly impacted by the tides of electoral cycles.
- You can incentivize individual contributors without making them people managers (assuming they do not want to manage people) by moving them up steps & increase salary. You can keep middle managers happy by making room for them to mentor, coach, and train; don't make their lives administrative swamps.
Innovating Care & Safety w/ Tech & Analytics | Trusted Clinician, and Cross-Functional Executive Leader
Are you looking to achieve your organization's outcome goals faster? Mid-level managers are the key.
According to Simon Sinek, middle management is the hardest job in any organization. They possess a unique vantage point that allows them to understand big-picture objectives while remaining attuned to the day-to-day realities of the frontlines.
To fast-track your organization's success, upskill, empower, and protect your mid-level managers.
Upskill your managers by providing mentors, training them to spend more time on talent and people management, and efficiently translating strategic initiatives into tactics that improve operations.
Empower them with more autonomy and decision-making authority to positively enrich the company subculture and prioritize performance measures/goals that lead to desired outcomes.
Protect them by implementing creative ways to limit their burnout, recognize the manager role as a destination rather than a way station, and utilize reward levers to keep them engaged in your organization.
Inspired by my recent readings:
- https://lnkd.in/geYgzWJH
- https://lnkd.in/gu6PfBk8
- https://lnkd.in/ggxD2EMB
- https://lnkd.in/gv7K_mhz
- https://lnkd.in/gCkng4k4
Investing in your middle managers can help bridge the gap, integrate teams, and make them successful communication champions.
#leadershipdevelopment#organizationalperformance#middlemanagement#upskilling#empowerment#organizationalculture
Owner/Founder of BTOM Consultants | Managing people is hard - I make it easier. | I help stressed managers get results and build great teams | M&M addict
A bold statement, but I'm ready to back it up.
Managers are set up to fail.
Bear with me, this will be a bit longer than usual. But this is important for managers to know.
Orgs have spent billions on management and leadership training. They've spent as much or more on engagement programs.
Result - flat engagement, quiet quitting, employee vs. employer distrust at high levels, and a battle for "leverage" over the other than working together.
Orgs know that 60% of managers fail in their first 2 years.
Orgs know that the training they've provided hasn't worked.
Orgs know that burnout and stress for managers are high for managers.
Orgs don't care - they don't value what the manager does. They see the manager as a "cost" not a benefit.
Orgs want managers to go away - that is why they promote flat organizations and unworkable systems like holocracy.
THERE IS GOOD NEWS
Managers don't have to fail. They can learn the behaviors that build great teams and get great results.
Better - they can do this in any organization without their explicit support.
Learn to be a Great Manager. It is time to act now.
DM me if you want to join the Great Manager revolution.
#GreatManager#TeamGame#Revolution
🔑 𝐄𝐦𝐩𝐨𝐰𝐞𝐫 𝐲𝐨𝐮𝐫 𝐌𝐢𝐝𝐝𝐥𝐞 𝐌𝐚𝐧𝐚𝐠𝐞𝐫𝐬
The narrative around middle management is shifting. No longer seen as just a rung on the career ladder, McKinsey spotlights middle managers as an underutilized force within organizations. 𝐈𝐭'𝐬 𝐭𝐢𝐦𝐞 𝐭𝐨 𝐫𝐞𝐜𝐚𝐥𝐢𝐛𝐫𝐚𝐭𝐞 𝐡𝐨𝐰 𝐰𝐞 𝐯𝐢𝐞𝐰, 𝐫𝐞𝐰𝐚𝐫𝐝, 𝐚𝐧𝐝 𝐚𝐝𝐯𝐚𝐧𝐜𝐞 𝐭𝐡𝐢𝐬 𝐩𝐢𝐯𝐨𝐭𝐚𝐥 𝐠𝐫𝐨𝐮𝐩.
Middle managers are the backbone of organizational change. They're the ones turning strategy into action, inspiring their teams despite the pressures of everyday deliverables. 𝐓𝐡𝐞𝐲 𝐚𝐫𝐞 𝐩𝐢𝐯𝐨𝐭𝐚𝐥 𝐢𝐧 𝐝𝐫𝐢𝐯𝐢𝐧𝐠 𝐭𝐞𝐚𝐦 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐚𝐧𝐝 𝐜𝐨𝐦𝐦𝐢𝐭𝐦𝐞𝐧𝐭, 𝐩𝐚𝐫𝐭𝐢𝐜𝐮𝐥𝐚𝐫𝐥𝐲 𝐝𝐮𝐫𝐢𝐧𝐠 𝐭𝐢𝐦𝐞𝐬 𝐨𝐟 𝐜𝐨𝐧𝐬𝐭𝐚𝐧𝐭 𝐜𝐡𝐚𝐧𝐠𝐞.
To truly leverage the power of middle management, we must invite them into the conversation early, 𝐞𝐪𝐮𝐢𝐩 𝐭𝐡𝐞𝐦 𝐰𝐢𝐭𝐡 𝐭𝐡𝐞 𝐭𝐨𝐨𝐥𝐬 𝐭𝐨 𝐧𝐚𝐯𝐢𝐠𝐚𝐭𝐞 𝐮𝐧𝐜𝐞𝐫𝐭𝐚𝐢𝐧𝐭𝐲, and empower them with the self-awareness and confidence to make a difference within their sphere of influence.
𝐌𝐢𝐜𝐫𝐨𝐬𝐨𝐟𝐭 𝐕𝐢𝐯𝐚 𝐢𝐬 𝐨𝐧𝐞 𝐬𝐮𝐜𝐡 𝐭𝐨𝐨𝐥 that can elevate middle managers, providing them with insights and learning opportunities to foster team performance while balancing productivity and well-being.
🌟 𝐉𝐨𝐢𝐧 𝐮𝐬 𝐟𝐨𝐫 𝐨𝐮𝐫 '𝐕𝐢𝐯𝐚 𝐥𝐚 𝐅𝐫𝐢𝐝𝐚𝐲' 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐞𝐝𝐢𝐭𝐢𝐨𝐧 focused on empowering middle managers. Last week, we dove into optimizing team productivity and well-being with Viva Insights. This Friday, we're exploring strategies for employee learning and development to boost team performance.
Grab a seat at our 30-𝐦𝐢𝐧𝐮𝐭𝐞 𝐥𝐢𝐯𝐞 𝐬𝐞𝐬𝐬𝐢𝐨𝐧 𝐭𝐡𝐢𝐬 𝐅𝐫𝐢𝐝𝐚𝐲 𝐚𝐭 𝐧𝐨𝐨𝐧. Get ready to unleash the potential of middle management with us. Don’t miss out!
𝐉𝐨𝐢𝐧 𝐥𝐢𝐯𝐞 𝐡𝐞𝐫𝐞: https://lnkd.in/dWCJnCeD#MiddleManagement#Leadership#ChangeManagement#MicrosoftViva#HybridgeConsulting#VivaLaFriday#Empowerment#StrategicHR
🌟 𝟳 𝗧𝗿𝗮𝗶𝘁𝘀 𝗼𝗳 𝗘𝘅𝗰𝗲𝗽𝘁𝗶𝗼𝗻𝗮𝗹 𝗠𝗮𝗻𝗮𝗴𝗲𝗿𝘀 🌟
What makes a manager truly exceptional? It's not just about overseeing projects and managing resources; it's about fostering an environment where employees thrive. Here's what the best managers do differently:
1. 𝗦𝗲𝘁 𝗖𝗹𝗲𝗮𝗿 𝗠𝘂𝘁𝘂𝗮𝗹 𝗘𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀 🎯
They communicate clearly what they expect from you and what you can expect from them, ensuring everyone is aligned and accountable.
2. 𝗙𝗶𝗴𝗵𝘁 𝗳𝗼𝗿 𝗬𝗼𝘂 🛡️
Exceptional managers advocate for their team, especially when they're not around. They ensure your contributions are recognized and your needs addressed.
3. 𝗥𝗲𝗺𝗼𝘃𝗲 𝗢𝗯𝘀𝘁𝗮𝗰𝗹𝗲𝘀 & 𝗘𝗺𝗽𝗼𝘄𝗲𝗿 🚧➡️🌟
They provide the tools and support needed to excel, removing barriers that hinder your success.
4. 𝗔𝗿𝗲 𝗥𝗲𝗮𝗹𝗶𝘀𝘁𝗶𝗰 𝗔𝗯𝗼𝘂𝘁 𝗪𝗼𝗿𝗸𝗹𝗼𝗮𝗱 ⚖️
They balance the demands placed on you, ensuring you're challenged but not overwhelmed.
5. 𝗖𝗮𝗿𝗲 𝗔𝗯𝗼𝘂𝘁 𝗬𝗼𝘂 𝗮𝘀 𝗮 𝗛𝘂𝗺𝗮𝗻 𝗕𝗲𝗶𝗻𝗴 💙
They focus on the human aspect of HR, valuing your well-being and personal growth.
6. 𝗠𝗼𝘁𝗶𝘃𝗮𝘁𝗲 & 𝗘𝗻𝗲𝗿𝗴𝗶𝘇𝗲 ⚡
Their leadership is a source of motivation and inspiration, pushing you to reach your potential.
7. 𝗔𝗿𝗲 𝗔𝘃𝗮𝗶𝗹𝗮𝗯𝗹𝗲 𝗪𝗵𝗲𝗻 𝗥𝗲𝗮𝗹𝗹𝘆 𝗡𝗲𝗲𝗱𝗲𝗱 📲
They make themselves accessible, providing guidance when crucial and stepping back when necessary.
📈 Great management goes beyond skills; it’s about cultivating trust and empowering your team. Do you have a manager who embodies these traits?
Tag them below to show some appreciation! 🌟
🔗 #Leadership#ManagementSkills#WorkplaceCulture#CareerDevelopment#EmployeeEngagement
A Unique Perspective on Risk Assurance, Personal/Professional Development and Mental/Financial Health | Chartered Internal Auditor | Blogger | Investor | Mentor | Social Mobility Advocate | #Kaizen | #IA4.0
1moI've never led an organisation - I imagine this is the only viable means of operating in many instances? The increased compensation needs to be derived through value added to the company. So unless you're an elite salesperson, or an operations expert, or indeed a risk/compliance/QA/IA professional, who actively adds value, or reduces waste/cost/risk exposure through being good at their job, where does the additional money come from? Equally, it's a really important point - as David said, maybe this is a key reason why poor leadership is seemingly so prevalent. Difficult to see where we could go from there - poor leaders probably don't see themselves as such and therefore wouldn't necessarily seek training and improvement of their leadership, continuous improvement being more a trait of a good leader, I'd suggest.