“lost in the middle –how middle-managers lead to ... · source: pwc millennial survey and...
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“Lost in the Middle – How Middle-Managers Lead to Organizational Success”
October 2019
© Alliance for Leadership Acceleration, 2015 All Rights Reserved
Presented by: Lynda Silsbee, CPT, LDSS, SPHR, SHRM-SCPFounder & Principal: Performance Dimensions Group & Alliance
for Leadership Acceleration
17 YEARS AT
“Future Nordstrom Leaders”
A little about me and my background…
© Alliance for Leadership Acceleration 2
Vulcan – Paul AllenSeahawks, MoPOP, Real Estate, Technology, Brain Science, etc.
“Leading with Lean”
About UsLEAD… GROW… INSPIRE…
High-Performance Organizations Powerful Leaders Exceptional
Teams• Leadership “University”
Programs • Prepare managers to lead in
a VUCA world• Develop bench strength
• Accelerated learning methods transfer learning into results
• Increased EQ• Assessments show major
increases in Confidence and competence increase
• Greater innovation• Strong collaboration• Build and leverage
networks to drive execution
Performance Dimensions Group and The Alliance for Leadership Acceleration is a collaborative network of executive coaches, organizational consultants, and L&D professionals who are passionate about growing and
developing great leaders and great organizations. Our Certified professionals use the unique LEAP-Leadership Acceleration Program methods to develop the
current and next generation of exceptional business leaders.© Alliance for Leadership Acceleration, 2015 All Rights Reserved 3
Learning Objectives
• The current plight of middle-managers and how it hurts (or helps) your organization
• Discuss the best practices for building a strong leadership pipeline
• Share a method to identify potential and choose the right people to move up the ladder
• Learn best practices to accelerate the learning
4© Alliance for Leadership Acceleration, 2013. All rights reserved.
Group Discussion
What are the characteristics of GREAT Managers?
What are the characteristics of GREAT Leaders?
How did each impact your performance or organizational performance?
5© Alliance for Leadership Acceleration, 2013. All rights reserved.
© Alliance for Leadership Acceleration, 2016 All Rights Reserved
Leadership’s Impact on ProfitZenger, Folkman Research
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Research Results
360 assessed skills determined as critical to leadership effectiveness
Separated into 3 groups based on 360 feedback:• 10% - Worst Leaders• 80% - In the Middle• 10% - Best Leaders
Cross referenced data with operating (net) profit results and found:
• Loss of 1.2M for bottom 10%
• Gain of 2.4M for middle 80%
• Gain of 4.5M for top 10%
Poor leaders lost money and the best leaders more than doubled the profit compared to the other 90%!
Areas that had most impact on profit:• Retention and
turnover• Employee
commitment/morale• Customer satisfaction• Productivity
© Alliance for Leadership Acceleration, 2016 All Rights Reserved 7
Profit Building Leader-Manager Skills*from 300,000 360-Degree feedback instruments, assessing 30,000
leaders/managers
Profit Building
Leadership Skills
Personal Capability
Results Focused
Leads Change
Displays Character
Good Interpersonal
Skills
© Alliance for Leadership Acceleration, 2016 All Rights Reserved 8
Impact of Culture on Organizational Performance
John Kotter and James Heskett
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Culture Makes A Financial Impact!
© Alliance for Leadership Acceleration, 2016 All Rights Reserved
10 Large Firms – adapted culture (over an 11 year period)
Results (compared to those who did not have these traits)
Emphasized Leadership at All Levels
Revenue Increase682% vs. 166%
Competent Leadership at CEO Level
Growth in Workforce282% vs. 36%
Set Vision with Strategies Growth in Stock Price901% vs. 74%
Communicated Simply and Often
Net Income Improvement756% vs. 1%
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Poll/Quiz: What % of Employees would rather have a new boss than a pay
raise?
© Alliance for Leadership Acceleration 2017, All rights reserved
1. 17%2. 49%3. 65%4. 88%
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We Need Better Leader/Managers at ALL Levels
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Source: Survey of 1000 American Execs. “interventions in the workplace by Michelle McQuaid
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What is engagement, anyway?
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Gallup’s State of American Workplace
33%
51%
16%
195,600 ee’s – 2015 and 201631mill responses/Q12
Engaged
Disengaged
Actively
© Alliance for Leadership Acceleration, 2016 All Rights Reserved 14
National Levels of Engagement
Source: Gallup “State of the American Workplace Report”
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
2015
2011
2009
2000
Engagement Scores Show Little Improvement over time
Actively Disengaged Not Engaged Engaged
32%
18%
17%
28%
29%
32%
54%
51%
17.2%
19%
50.8%
52%
© Alliance for Leadership Acceleration 2017, All rights reserved
Current State of EngagementWhy Aren’t People more engaged?
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The Downward Spiral• Lost productivity• Lower morale • Eroded employer brand Hard &
expensive to recruit talent shortage• Increased Turnover• Lost customers Lost revenue
© Alliance for Leadership Acceleration 2017, All rights reserved 16
Engagement = Better
Bottom Line21%
HIGHER Profitability
24% LOWER Turnover
70% FEWERSafety
Incidents
17% HIGHER
Productivity
20% HIGHER
Sales
© Alliance for Leadership Acceleration, 2016 All Rights Reserved
Engagement is Strategic!
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Who are the Critical Drivers of Employee Engagement?
Who OWNS Engagement in your workplace?
v.
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Answer: My ManagerTop 10 Drivers:
1. Respect for EE’s – The organization respects its employees2. Respect for Management – The Sr. Leaders are highly ethical3. Respect for EE’s – My Manager values my talents and contribution4. Personal Expression – My ideas and opinions count at work5. Purpose & Direction – My Manager clearly defines goals &
expectations6. Values – Sr. leader’s support mission/values7. Teamwork – My Manager emphasizes cooperation & teamwork8. Personal Expression – People with different ideas are valued9. Autonomy – My Manager gives me the freedom to do my job10.Feedback – I receive useful/constructive feedback from My Manager
© Alliance for Leadership Acceleration 2017, All rights reserved 19
Of managers think top management displays integrity & honesty
Of managers are looking for a job with another
company
Of managers are energized by their job
© Alliance for Leadership Acceleration 2017, All rights reserved 20
Key Drivers of Engagement & Organizational Success
Alignment to Mission & Values
Trust, Teamwork, Fairness
Employee Respect & Involvement
Engaged Employees!
Employees with the right skills and capabilities.Organization knows where it’s going and involves their people in getting there.
© Alliance for Leadership Acceleration 2017, All rights reserved 21
“The single biggest decision you make in your organization – bigger than all the rest – is who you name manager. When you
name the wrong person manager, nothing fixes that bad decision. Not
compensation, not benefits – nothing.”
22© Alliance for Leadership Acceleration, 2013. All rights reserved.
Jim Clifton, CEO of Gallup
The Critical Need for Better Leaders / Managers
© 2017 Alliance for Leadership Acceleration
Keys to Success
Unlock engagement in your organization.
Actions you can take to Engage, Develop, and Leverage your Middle Managers for strong engagement & retention
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Leadership
Leadership is the force billowing our sails into a high-performance culture on the journey to full engagement.
© Alliance for Leadership Acceleration 2017, All rights reserved 24
What is [effective] Leadership?Leadership is not style, it is actions!Leaders do more than issue orders. Leaders must provide answers to difficult questions and create the culture of their teams. Effective managers are good leaders.
The Essence of Leadership:• Determine a vision.• Have the ability to translate the
vision into reality.
Dreamer Leader-Manager
Victim Doer
Implementat ion
Vis ion
© Alliance for Leadership Acceleration 2017, All rights reserved
Source: The Leader-Manager by William Hitt
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Managers
Managers are the rope Linking peoplewith the organization and their work.
© Alliance for Leadership Acceleration 2017, All rights reserved 26
What Do Middle Mangers Do?Middle managers have obligations to senior managers and employees. The job is not easy and requires juggling many different responsibilities.
Middle Managers’ Responsibilities:
1. Meet business goals, vision, and objectives.2. Set the expectations and be responsible for the performance of their team.3. Hire, train, and develop & coach employees.4. Facilitate problem-solving with people closest to the problem.5. Share responsibility “ownership” for the growth and success of the organization.
© Alliance for Leadership Acceleration 2017, All rights reserved 27
What Does it Take to Be a [GREAT] Manager?
Profit Building
Leadership Skills
Personal Capability
Results Focused
Leads Change
Displays Character
Good Interpersonal
Skills
© Alliance for Leadership Acceleration, 2016 All Rights Reserved 28
Why Does Management Matter?
• Middle managers are often what hold a company together (the rope.)
• Most employees don’t meet or interact with the CEO or other members of senior management.
• Middle managers are the face of the organization to the employees on their teams.
• Managers build teams and determine how a team functions for the success of the organization.
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Creating High Engagement Organizations
© Alliance for Leadership Acceleration, 2016 All Rights Reserved
Leadership Philosophy How Leaders BehaveExecutives and leadership align Clarify expectations and goals
Hire and develop great managers/leaders
Communicate openly, consistently
Hold managers accountable Provide feedback and coaching
Set Vision and Align with Strategies
Connect individual roles to the big picture
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High Performance Leadership
Profitable, Growing
Organization!!DEVELOPS STAFFgives feedback;
coaches; holds people accountable
CREATES ALIGNMENT/CLARITY
clear expectations; departmental goals;
connects to big picture
LEADS CHANGEinspires; articulates need for change
COMMUNICATESvision/mission/values;
strategy; goals
© Alliance for Leadership Acceleration, 2016 All Rights Reserved 31
A Method to Identify Potential and Choose the Right People
Here are four simple tips for improving your ability to find true talent from within your organization:1. Set clear criteria for promotion that define unambiguously what behaviors,
achievements and KPIs you equate to high potential.2. Use objective and reliable methods to assess performance and be
transparent about everybody’s output.3. Provide developmental support for those who fail to meet those targets
despite trying–potential can be trained and boosted.4. Don’t just focus on past or current performance: personality is a better
indicator of people’s potential for a new role, especially when it involves managing people.
32© Alliance for Leadership Acceleration, 2016 All Rights Reserved
Source: Dr. Tomas Chamorro-Premuzic an international authority in psychological profiling, consumer analytics, and talent management.
Millennials are Rapidly Becoming the Leaders of Today, but…
© Alliance for Leadership Acceleration, 2015 All Rights Reserved 33
Source: PWC Millennial Survey and Deloitte University Press “leaders at all levels”, 2014
75% 65% 87%
By 2025, millennials will
comprise 75% of the workforce
65% of millennial leaders feel unprepared for their leadership role
87% of companies say they don’t do an
excellent job developing leaders at all levels
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Best Practices for Building a Strong
Leadership Pipeline:
What Leaders / Managers Need to
Succeed
© Alliance for Leadership Acceleration, 2015 All Rights Reserved
Learner Centered &
Aligned
Formal Learning
Relevant & Real-World
Feedback / Assessment / Measurement
Coaching / Mentoring
Peer Networking /
Learning
Resources and Tools
Professional Development is highly Ranked but…
© Alliance for Leadership Acceleration, 2015 All Rights Reserved 35
Source: TINYpulse 2017 Engagement study
Step 1 & 2: Formal Learning and Relevant to your Manager’s Real WorldBe careful; Traditional Leadership Development IS A WASTE.
© Alliance for Leadership Acceleration 2017, All rights reserved 36
Use the Accelerated Learning Principles
37© Alliance for Leadership Acceleration, 2013. All rights reserved.
The Objectives
Business Focused
Learner Centered
The Learners
Commitment to self & other’s growth
The Environment
Safe Exploration of ideas + Social and Emotional Support
The Facilitation
??
Group Facilitation – Don’t Train
?? ?
??Blah Blah
Blah
Blah
The Design
Variety & Challenge, Tailored to Needs, Fast but Focused
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Application
Perspective
Reflection
L
Best Practices to Accelerate Learning
© James F. Rand, Ph.D.
55% On-the-job
20-25% learn from others
20-25% learn from formal
training
© Alliance for Leadership Acceleration, 2015 All Rights Reserved
Step ThreeProvide FB / Assessment & Measurement
• 360-Degree feedback (when done correctly) is THE best way to reduce blind-spots and identify strengths
• ProfileXT – measures ‘total person’, strengths-based and increases EI
• Confidence & Competence measured over time to see the growth
• Zero-in on the most critical development areas (not necessarily their weakest area!)
• Provide a coach/mentor (to provide FB and…)
© Alliance for Leadership Acceleration 2017, All rights reserved 39
Step Four: Coach & Mentor
• Developing leader/managers requires coaching & mentoring support from their direct manager and HR
• Help developing managers find a mentor (inside or outside the organization)
• Good leaders & managers are Good Coaches! And view this as one of their job functions.
© Alliance for Leadership Acceleration 2017, All rights reserved 40
Step Five: Peer Networking / Learning
• To accelerate the learning – make it social – it will also build stronger work relationships and break down silos.
• Target specific growth-areas and share ‘success stories’ to recognize progress (and this helps others learn from what is going well.)
© Alliance for Leadership Acceleration 2017, All rights reserved 41
Step Six: Resources and Tools
• Provide learning & development (time and budget)
• Reduce overwork
• Share the meaning and purpose of their important role and the impact they have
• Discuss career or promotion (or share resources/tools available to them)
• Strong leadership that shows interest, takes action on issues that are raised, acts as a coach
© Alliance for Leadership Acceleration 2017, All rights reserved 42
In Conclusion…
• Employee engagement is NOT a fad• Engagement will become the best competitive advantage
companies will use to defend their businesses• Measurement of your engagement should be performed
annually with follow up actions that will strengthen the engagement
• All studies, locations and ages are in agreement on one thing…the direct relationship with one’s manager is the strongest of all drivers
© Alliance for Leadership Acceleration 2017, All rights reserved 43
44© Alliance for Leadership Acceleration, 2013. All rights reserved.
References,Learn More
Questions or Contact: Lynda [email protected] 206.550.5513
• Why Middle Managers Are So Unhappy Harvard Business Review, Jack Zenger and Joseph Folkman
• 7 Hidden Reasons People Leave Leigh Branham
• The Leader-Manager, William D Hitt
• Seeking Answers on the Lackluster State of Leadership Evan Sinar, et al, TD Magazine, Dec. 2014
© Alliance for Leadership Acceleration 2017, All rights reserved 45