Tuesday, April 07, 2015

Companies Seldom Hire the Right Managers






How can I say that companies seldom hire the right managers?  The numbers don't lie.


Jim Clifton, CEO of Gallup shares:

“Now, here's a truly frightening number Gallup has uncovered: Organizations fail to choose the candidate with the right talent for the manager job a whopping 82% of the time. Virtually all companies try to fix bad managers with training. Nothing fixes a bad manager.”
This is a serious failure 

This research from Gallup supports that idea that employees generally don’t quit companies, they quit managers.  Now you know why. 

A person who does not have Relationship Building and Influencing traits in their strengths makeup will seldom be a good manager.  They lack what are generally referred to as "people skills".  Yet, this is precisely the type of person companies promote into managerial roles all the time.

Worse yet, Managers become Directors.  Directors become “C” level executives. You get the idea don’t you?

This problem can be fixed.  First, you need to know what order your traits and strengths fall in.  Your order represents 1 in 33 Million.  In other words, just to find one person who has the same top 5 strengths as you in the same order, 33 million other people would have to be assessed.  That’s how unique you are.

A problem arises when someone who is uniquely built to be a stellar software engineer becomes the manager over software engineers and they’re not uniquely built with strengths required to be a manager.

The same thing happens when the best UNIX Administrator in the building is suddenly promoted to be the Manager of UNIX Administration.  

Sometimes, the opposite occurs.  The person who has tremendous potential to be a manager and maybe even a leader is working in a hands-on technical job and nobody above them recognizes their gifting.


“There's a reason for this -- authentic management talent is rare. Gallup's research shows that just one in 10 have the natural, God-given talent to manage a team of people. They know how to motivate every individual on their team; boldly review performance; build relationships; overcome adversity; and make decisions based on productivity, not politics. A manager with little talent for the job will deal with workplace problems through manipulation and unhelpful office politics.

 “Gallup's research also found that another two in 10 people have some characteristics of functioning managerial talent and can perform at a high level if their company coaches and supports them.” 
If you don’t know how your unique traits and strengths stack up and you’d like to, I can help you.  

Knowing what you have to work with and understanding what you have to work with will make all the difference between taking on roles you “Can” do versus focusing on roles you “Should” pursue.  Once you know what you "Should" be pursuing professionally, this clarity will enable to you to create a career road map to keep you on track by making better decisions along the way.

If you manager other people, you owe it to yourself and to those whom you manage to get this figured out.


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