Finally, a CEB survey in found that a lack of future career opportunities was the number one reason why people quit their job. The problem with growth and development today is that it almost never happens. It also creates a lot of uncertainty around promotions Am I ready? What does it take? Without a clear plan, and regular discussions about it, it is too easy to let it slip. Unfortunately, that can prove costly as employees grow bored in current roles and seek new challenges at another company.
It must be prioritized by your company, and managers must be measured and rewarded for taking the time to do this.
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The good news is, it really does pay off. A manager is the most obvious mentor for an employee. And even if the manager is not a fit, their help in finding a mentor inside or out of the company can be instrumental in ensuring growth happens. CultureAmp came out with a report attempting to debunk the reality that people leave managers, not companies. What they found actually proved it.
As we just discussed, the manager plays an essential role in employee development. Their communication or lack thereof is what keeps an employee feeling connected to the purpose of their work, and in the loop on what they need to know. When communication breaks down somewhere in the leadership hierarchy, everyone suffers.
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This is when people feel out of the loop. Leaders also have a huge impact on the ranks below them. If a leader is disengaged or unhappy, the managers under them are likely to be as well. Gallup called this the Cascade Effect :. Managers have a huge impact on the commitment and happiness of their teams. The leaders above managers have the same impact on them.
How leaders work to support, or undermine, their managers and teams will directly impact morale, and turnover. You must be intentional about developing your leaders, and adapting to maintain strong communication as your organization grows. One on ones are a huge part of a successful communication architecture, which is why Horowitz devoted an entire chapter to them in his book. These meetings play a key role in more than just the happiness of front line employees. They also ensure that managers are supported by their superior a common, major failing.
Without one on ones, a manager can be left to struggle, and under-perform, cascading down to everyone below them in the organization. With them, information can freely flow up and down the organization, helping leaders with decision making. It also helps employees feel their opinions and insights are valued. There are many ways to set your managers up for success.
One of the most important is being intentional about how leaders set an example to be followed, and investing in supporting managers. If you do work, and no one notices, does it actually matter? For many in the workplace, they will go weeks without any feedback, good or bad.
This can leave them feeling unappreciated, and questioning the value of their efforts. Once again, the data supports this concern. The good news we can see in this chart is that what employees are asking for is not extreme; almost no one is asking for daily feedback. All your employees want is feedback on a semi-regular basis.
No one wants to go the extra mile, if it goes unnoticed. Remember when you put in a big effort on a project, and then heard nothing from anyone about it? How did that make you feel? As Mary Kay Ash, founder of the Mary Kay Cosmetics empire knows, praise has a big impact on how people feel about work. Think about how you felt the last time someone praised you for a job well done. Research by Gallup found that praise or a lack thereof has a direct impact on turnover, and your bottom line:.
Project Managers are people too, aren’t they?
When people feel unappreciated, of course they leave. Waiting until review time to talk about career development misses out on a major opportunity to motivate your people. The same is true for feedback and praise. No one wants to get dumped dozens of things all at once, and then nothing for 6 months.
Instead, managers should work to build habits of giving praise regularly. Meanwhile, feedback is best discussed in private, and with proper context. This is once again where one on ones shine. You want to see your best people thrive, and your other people rise to acceptable levels. A healthy mix of feedback and praise can do that, all while helping prevent turnover. Perks are great for attracting people, but they have little effect on retaining them.
No one ever stayed at a job because the free lunches, or competition on the ping pong table was too good. People leave managers, not companies and their perks. Researchers have been studying the impact of perks for decades. What this means for companies is that employees have some base expectations around salaries, benefits, and experience in the work place.
If there are major problems with any of those things, it will cause them to become dissatisfied. However, improvements in them, will not significantly impact their motivation. Unfortunately, many companies have over-invested in hygiene factors.
Managers Are People Too: What are the Responsibilities and Accountabilities for Engagement?
Even more concerning, perks can create attitudes of entitlement. They often experienced push back any time they changed, or removed a perk. Employees protested those cafeterias, and even brought grills to barbecue in the company parking lot. One of the biggest problems with hygiene factors like perks is that their positive feelings are fleeting. We quickly get used to and expect them. Once you add a perk, it just continues to be a line item on your budget.
Managers are people too! | Farscape Development's Blog
Meanwhile, Motivators are inexpensive, but time-consuming. Training leaders to be great managers, and help their people grow does not happen by accident. It requires an ongoing commitment from many in your organization. Even some of the top hygiene factors are actually related to leadership i. The next time you think about adding a perk, challenge yourself how beneficial it will really be for your company. Avoid the trap of choosing perks rather than the hard work of improving your managers.
If you are a manager , this should excite you. In the rush to develop authentic, enlightened, transformational c-suite leadership, we often forget about the practicing manager or supervisor in the trenches. It also presupposes a hierarchy, an organizational structure many companies are replacing with flatter matrix-like designs. Leaders can be found throughout an organization.
Those of us in the change business know that identifying and leveraging these natural leaders is critically important. But what about the line manager or supervisor? I believe we start the process by identifying the best in breed. Find the managers and supervisors who are naturally good at developing people and keeping things running well at the same time.