The history of organizational leadership is littered with stories about conflict between management and the rank and file. Especially in these times of economic uncertainty organizational productivity and morale are keenly tied to the quality of an organization’s leadership. The following article is a must read for anyone charged with the responsibility of recruiting, developing and integrating leadership talent.
“Most companies promote workers into managerial positions because they seemingly deserve it, rather than have the talent for it. This practice doesn’t work. Experience and skills are important, but people’s talents — the naturally recurring patterns in the ways they think, feel, and behave — predict where they’ll perform at their best. Talents are innate and are the building blocks of great performance. Knowledge, experience, and skills develop our talents, but unless we possess the right innate talents for our job, no amount of training or experience will matter.
Gallup finds that great managers have the following talents:
They motivate every single employee to take action and engage employees with a compelling mission and vision.
They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
They create a culture of clear accountability.
They build relationships that create trust, open dialogue, and full transparency.
They make decisions based on productivity, not politics.
Very few people can pull off all five of these requirements of good management. Most managers end up with team members who, at best, are indifferent toward their work — or, at worst, are hell-bent on spreading their negativity to colleagues and customers. However, when companies can increase their number of talented managers and double the rate of engaged employees, they achieve, on average, 147% higher earnings per share than their competition.”