The return of the manager – this time
it’s personal
In the search for a sustainable advantage, business leaders are increasingly seizing on talent: how to find it, keep it and make sure it flourishes.
The main reason why people leave their employer is their manager. One of the key sources of increased productivity is getting frequent feedback, usually from your manager. If employers are going to derive a competitive advantage from their people, they desperately need capable managers.
These managers are, however, very different from the managers of yesteryear.
Whereas the ‘old’ manager’s responsibility was largely to manage work flow, the new manager’s role is to manage people. She, or he, needs to give hope, set boundaries, nurture ambition, have tough performance conversations, build alliances and generate trust.
The Mind Gym’s meta-analysis of the research reveals the seven key talents of highly effective managers. The first and most central one is the ability to form, maintain, repair and extend strong working relationships. People who work for managers who are good at this deliver up to 25% more. And unlike almost all other sources of competitive advantage, it needn’t cost a penny.
The seven talents of effective managers
To find out more, download the newly revised Return of the Manager white paper and take our online assessment to check how effective the managers are in your organisation.
