Managers have hard jobs. They coordinate the work of their teams, align this work with company goals, serve as a primary source of professional development for their employees, deliver results,…
So much depends upon managers. For example, a Gallup study found that at least 70% of the variance in employee engagement scores is driven by who the boss is. This is disconcerting because the same research found that about 70% of people in management roles are not well equipped for the job. This state of affairs is hurting not just employee engagement and quality of life, but also corporate performance.
Most companies understand the importance of having highly effective managers, but few invest heavily in training to help them get there. One reason is that it’s difficult to measure and quantify what good management actually looks like. While there has been a lot of great work done to identify qualitative traits of great managers — they create trust, focus on strengths, instill accountability, avoid politics, etc. — these traits don’t provide much insight into how great managers spend their time on a day-to-day basis that differentiates them.
This article was published onHARVARD BUSINESS REVIEW