It is often said that people leave managers not companies. Some of these are ‘accidental managers’ who have been promoted either due to technical expertise or longevity of service. However, in terms of people management, they are muddling through with a combination of ‘gut feel’ and hard-won experience. Many of these managers shy away from managing performance and do not see motivating and inspiring their teams as vital to organisational success.
For others, it’s being part of a dysfunctional team that saps their energy and morale. It may not be as extreme as playing politics or backbiting; it could simply be a lack of confidence challenging one another or failing to hold others accountable for behavioural standards. Nevertheless, if a team cultivates ‘healthy’ behaviours, this unlocks the ingredients necessary for high performance.
Missed opportunities for driving organisational performance often begin right at the top. Leadership Teams who lack cohesion and alignment will almost certainly cascade mixed and conflicting messages to the departments they lead. Even subtle differences in emphasis of priority from an Exec Team can lead to confusion and even open conflict as different departments adopt silo behaviour and engage in not-so-subtle turf wars.
Yet all the research shows(1) that happy and engaged people are not only more likely to remain in their jobs, but in terms of discretionary effort, such as taking ownership for solving problems and bringing creative ideas to the table, they will add significantly more value.
Let us show you how to achieve this in your organisation.
- Engage for success, David Macleod and Nita Clarke 2009.