People way too often assume that they and other managers and leaders are a lot more effective than they really are. If they are, then why do we continue to get the following results for the past several decades as a continuing (if not increasing) pattern:
- Employees say that only 10% of the managers they’ve worked for were ones who they and others viewed as effective (delivered high results and high satisfaction)
- Widely-recognized performance researchers like Dr. Rick Boyatzis’ in his on-going work indicate that no more than 5% of all managers optimize their talents’ potential on the job
- Organizations continue to experience the same problems again and again as they play "musical chairs" as their naïve solution to this deep-rooted, sustained performance problem costing them dearly in terms of what’s left on the table that could be achieved
In this blog, I summarize three root causes of ineffective management practices. I will follow up with another which will address the same for ineffective leaders. In essence, effective management is about getting results through people and processes, while effective leadership is about the overall context that enables this to be optimized. In the business model I developed, based on review of other experts in these fields and my own real-life experiences with many companies worldwide, we maintain that the essence of leadership is building a winning culture and driving the organization’s vision/purpose through its culture and strategy (For more on this model, see my earlier blog).
The first root cause of ineffective management is people who simply cannot deliver results. I continue to be amazed by the number of people who are hired and keep their jobs because they are not a threat to others, or the ‘agent’ of the manager who protects each other’s self-interest (staying employed), or simply have learned how to maintain a low profile for bureaucratic survival under the radar. They are typically talented at identifying and removing those who are better performers (and should often have their job - as they and others are aware). However, they are not achievement-driven; lack resiliency in terms of accepting and assuring success when faced with challenges that a business must take on; lack the cognitive capacity to be able to make sound decisions, solve problems, and/or effectively manage tasks and resources.
The second root cause is managers who simply do not like or work well with other people! These may range from individuals with overly-aggressive, over-blown ego needs to, on the other hand, introverts about whom people always laugh when I mention to a group that the best day at work for this type manager is when no one else shows up! These individuals are hard to develop a mutually enjoyable, trusting relationship with in either case. As a result instead of generating respect, admiration or inspiration, their attitudes and management actions produce undesired perspiration, angst, defensiveness, and lower performance and commitment than is required for any organization’s success.
The third root cause is that large mass of managers who may have the first two qualities but are lack the adaptability required for sustained success as their organization’s situation changes in today’s dynamic, unpredictable world. We’ve found that most people (more than 80%) are not adaptable - either less flexible (unwilling to change where not comfortable for them) or less versatile (unable to make the types of shifts in practices now needed for success when conditions change). On the other hand, Adaptability is also a quality that can be developed. And, when it is strengthened, it typically helps improve performance by reducing the other previously mentioned two root causes. Unfortunately, since developing it by one’s self requires self-management, a high level of self/others awareness and perception, and constant growth-focused attitudes and actions, the vast majority of people require caring and qualified coaching for them to develop it. But it can be done….and when it is, the results are geometrically worth it for both one’s self, others, and their organizations!
