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One of the executives said in a thank you and appreciation note for the endeavors of one of his workers: "I like to commend you, and thank you for what you have reliably accomplished, particularly as of late, you have been calm, blunt, and supportive, and numerous characteristics can be utilized to portray you and assess you; however, this is only a basic perception to appreciate your work, energy, and excitement."
In another scenario, a staff member said in his letter of resignation with disappointment: ''I wish, for once, that I would be credited with the work I do, and instead of attending meetings and being completely ignored, and eventually “someone else” would take credit for my work.''
Lesson Learned From Both Massages:
- Lessons for organizations: Talented people can always find a job. In many cases, the manager loses control, and there is nothing you can do about it. So, train your managers to integrate with their employees.
- Lesson learned for managers: Your role is to coach, and your job is to improve performance. This is accomplished by praising a job well done because saying "Thank You" is powerful and can have a positive effect.
- Lesson for employees: There are good managers, but the ultimate goal is not only to find a better job because you should also look for a better manager.
Manager and Employee Dynamics:
Gallup released a landmark report on The State of the American Manager, stating that 70% of workplace integration differences are due to manager-employee dynamics. This is the key to success, and the same framework that Google's "Oxygen" project is based on. A model is successfully used by senior management as a guide for developing new managers.
The key to success is training managers better and more interactively. Perks have nothing to do with long-term integration. If you don't get along with your boss, you don't have to leave work early on Thursday, have free coffee, or babysit because there's no need to hide the fact that your boss is bad, and it's only a matter of time before you quit.
Consolidated research results are typically presented to senior management. All managers need to see outcomes and results in the context of developing initiatives, but often no one commits.
However, the manager should not be entirely blamed. Most of us start our corporate careers by relying on our own methods as we work our way up the corporate ladder. You can adopt the style of ex-managers, parents, teachers, etc.
During coaching sessions, invite the audience to think about past people who have learned valuable lessons. This person may not have been the manager. The important thing is that this person has had an impact on their lives thus far, and until now. It could be more than one person, and they might stay in their mind for years.
Organizations are at great risk if they do not have comprehensive processes from the supervisory level to the professional level of trained managers. For example, an athlete wants to improve even after they become a professional, and this is what we should do in our work as well.
Will You Wait A Long Time Before Training Your Manager?
This idea is supported by an interesting article by Jack Zinger in Harvard Business Review magazine entitled "We Wait Too Long to Train Our Leaders" which describes the 17,000 people worldwide who attended his company's training courses. He found that the average age was 42 years, and more than half of them were between the ages of 36 and 49, and less than 10% of them were under the age of 30 and less than 5% were under the age of 27.
However, the average age of supervisors in their companies is 33, and in fact the typical person in these companies became a supervisor at age 30 and remained in that position for nine years until the age of 39.
Leaders Who Are Unqualified To Lead:
As a result of not participating in a leadership training program by the age of 42, he won't receive any leadership training as a supervisor, and he will be working at the company in an immature state for nearly a decade.
So, you have managers who are responsible for the development of the company, but you do nothing to make them better managers. You trust the most precious thing you have to people in different leadership positions, and leave them to rely on their personal opinions and previous experience in leading employees, without providing them with any means to help them manage.
Conclusion:
We are at a critical juncture in our organization today. We are all confused while building a creative workplace and promoting employee inclusion, but the solutions in front of us are training managers on effective management methods to set up a system for promotion based on their collaborative and developmental efforts in building the capacity of the team. The manager's new abilities are changing now, and they are far from controlling and dominating someone's opinion.
