People Don't Leave Organisations - They Leave Managers
People Don't Leave Organisations - They Leave Managers
I work with teams and a question I always ask employees is how they rate their jobs on a scale of 0 to 100 (0 = bored-out-of-my-brain, 100 = all the stimulation and career prospects I could ever wish for), a staggering amount of employees admit to being nearer the 0 than the 100. What a waste.
I believe a manager has four responsibilities:
1.To reduce costs and find efficiencies
2.To increase profits and productivity
3.To grow people
4.To do themselves out of a job every 4 – 5 years
How many managers actually do all four? How many managers actually realise that part of their role is to grow people?
There are three recognized leaderships styles:
Autocratic – this type of manager tells people what to do, when to do it, and more particularly - how to do it, because there is only one way to do things and that is their way! These managers are not known for growing their people – after all, how could anyone ever do anything to their high standards?
Laissez-faire – these managers tend to hide away in their offices, avoiding people, avoiding decisions, giving few instructions and little guidance. These managers are similarly not known for encouraging their employees to develop – in fact this type of manager is often quite terrified of his/her people. Terrified that their people may actually be smarter than them, or more dynamic than them or could run the team better than them.
Democratic – these are the rare and wonderful managers who involve people in decisions, ask for their ideas and input. They make themselves available, are supportive, will coach and develop and even mentor their people. They actually care about ensuring their staff advance. In fact these managers are so at ease with themselves that they often recruit or promote people smarter than them!
Q: What kind of manager are you naturally (and we all have a natural style)?
Q: What style do you think your employees would say you display?
Q: What do you need to do differently to start developing your people?
Q: What’s in it for you to develop your people (less hours at the office is often a good incentive!)
Zig Ziglar once said that there was only one thing worse than training (or growing) your staff and having them leave, and that is not training or developing them and having them stay.
Food for thought! If you are a manager and are serious about bottom line results, and your own promotional prospects, then please be courageous enough to answer the four questions above.
People Dont Leave Organisations They Leave Managers - To learn more about this author, visit Ann Andrews's Website.
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Sadly, the workplace of today has very little in the way of career opportunities for staff. We have flattened the hierarchy to a degree where promotion is almost like winning lotto. And sadly, even when a management position does open up most organisations prefer to look outside for their new managers. Yes, new blood is necessary occasionally, but if an organisation never promotes internally, a pretty clear message is sent – our employees are not worth developing or promoting!
I work with teams and a question I always ask employees is how they rate their jobs on a scale of 0 to 100 (0 = bored-out-of-my-brain, 100 = all the stimulation and career prospects I could ever wish for), a staggering amount of employees admit to being nearer the 0 than the 100. What a waste.
I believe a manager has four responsibilities:
1.To reduce costs and find efficiencies
2.To increase profits and productivity
3.To grow people
4.To do themselves out of a job every 4 – 5 years
How many managers actually do all four? How many managers actually realise that part of their role is to grow people?
There are three recognized leaderships styles:
Autocratic – this type of manager tells people what to do, when to do it, and more particularly - how to do it, because there is only one way to do things and that is their way! These managers are not known for growing their people – after all, how could anyone ever do anything to their high standards?
Laissez-faire – these managers tend to hide away in their offices, avoiding people, avoiding decisions, giving few instructions and little guidance. These managers are similarly not known for encouraging their employees to develop – in fact this type of manager is often quite terrified of his/her people. Terrified that their people may actually be smarter than them, or more dynamic than them or could run the team better than them.
Democratic – these are the rare and wonderful managers who involve people in decisions, ask for their ideas and input. They make themselves available, are supportive, will coach and develop and even mentor their people. They actually care about ensuring their staff advance. In fact these managers are so at ease with themselves that they often recruit or promote people smarter than them!
Q: What kind of manager are you naturally (and we all have a natural style)?
Q: What style do you think your employees would say you display?
Q: What do you need to do differently to start developing your people?
Q: What’s in it for you to develop your people (less hours at the office is often a good incentive!)
Zig Ziglar once said that there was only one thing worse than training (or growing) your staff and having them leave, and that is not training or developing them and having them stay.
Food for thought! If you are a manager and are serious about bottom line results, and your own promotional prospects, then please be courageous enough to answer the four questions above.
People Dont Leave Organisations They Leave Managers - To learn more about this author, visit Ann Andrews's Website.
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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Jeff FosterWebBizIdeas.com is a Minneapolis website design company founded to help people start an internet business by providing them with website, business, and internet resources that help foster the growth of successful online businesses and develop innovative Internet business ideas. We specialize in internet consulting & internet marketing. - Visit Jeff Foster's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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