What great managers do daily

Written by Nina Shikaloff, Ryan Fuller

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. The best managers makes all the difference.

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.

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HARVARD BUSINESS REVIEW
Nina Shikaloff
Nina Shikaloff

Nina Shikaloff is a Senior Program Manager at Microsoft, where she delivers actionable insights for improving organizational efficiency and talent management to Fortune 500 companies using Workplace Analytics. She previously led analytic consulting, R&D and product management functions at FICO and InfoCentricity.

Ryan Fuller
Ryan Fuller

Ryan Fuller was the CEO and co-founder of VoloMetrix, a leading people analytics company acquired by Microsoft in 2015. Within Microsoft, Ryan leads a business unit focused on making organizational analytics capabilities broadly available. Previously he was a management consultant at Bain & Company.

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