Are,Undervaluing,Management,Sk business, insurance Are We Undervaluing Management Skills?
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There's much emphasis these days on leadership kills. Almost everyorganisation talks of the need to develop these; and almost everymanager or aspiring manager is encouraged to develop them. But in therace to invest often huge sums of money and time into leadershipdevelopment programmes, have we forgotten or somehow demeaned thecritical skills of managing others?My colleagues and I spend a lot of time coaching, either 1-2-1 orin workshops, in a variety of public and private organisations, acrossall types of industries, and there are some issues which come up overand over again. Our experiences, and recent, large-scale studies show:- Over 70% of people leave jobs because of relationship issues, andmost of those are with their immediate supervisor. - Managers typicallylose 25% of their day to unnecessary conflict, argument andmisunderstanding. - Two thirds of staff feel undervalued at work. -Managers are one of the greatest sources of stress at work.What does this actually mean for you and your organisation?In a company of 100 managers, and an average salary of £40,000 perannum per manager, then the cost to the company will be £1,000,000 perannum - and that's not counting the higher staff turnover costs, missedopportunities, absenteeism, low morale and poor teamwork!And, for the manager themselves, they lose confidence, feelfrustrated, and risk their reputation.Somewhere, in the midst of thisconcern for developing leadership skills, are we neglecting the need toensure managers know how to manage?You see, we believe leadership is about "looking out". It's aboutmarket awareness, about vision, and about strategy. Its vital for theorganisation - but do we need every manager to focus on and prioritiseleadership skills? Management is about "looking in". It's aboutmanaging the resources you have to best effect, in order to hit thetargets set by the vision.And the most important and expensive resource you have as a manageris your people. The manager who gets his/her people management right,will improve the bottom line for their company, as well as their owncredibility.The 80 - 20 rule? In our opinion, an organisation encouragingmanagers to focus on leadership is taking too many eyes off delivery -too much of the time. For very senior managers, MD and CEO level,spending 80% of the time on "looking out" is not only sensible, it iscritical.But for managers, perhaps the focus should be reversed? Managersshould focus 80% of their time on "looking in" - on customersatisfaction, on delivery, and on engaging and motivating their staffso they are solution focused, productive and, dare I say it, happy.And this is not fluffy bunny land! Happy staff - are engaged staff.Engaged staff are more productive, more willing, more open to change,more creative, more focused, more reliable and more flexible.It's my bet you have managers in your organisation who consistentlyproduce exceptional results. You'll also have those whose teams seem toconsistently underperform, who take up HR time because of conflictsituations, and where performance surveys consistently revealdissatisfaction, both internally and externally with customers.Perhaps we should redress the balance a little? Perhaps we shouldbe ensuring we are adequately equipping our managers with thetechniques, the tools and the tactics to ensure they really understandhow to get the best out of people; how to not just manage conflict, butpre-empt it, how to develop and coach others to greater performance,and how to encourage their staff to become involved, committed andenthusiastic about the hours they spend in the office or in their role.A 10% increase in staff engagement will rocket your results - andthe beauty of it is, it's an almost infinite resource. No otherresource you have has as much potential to help you achieve betterresults. Ensuring managers know how to tap it is the key to releasingthis extra potential.
Are,Undervaluing,Management,Sk