I believe all good principles related to life, ministry, business and family are, at the core, God’s principles that you will find somewhere in scripture.
Following are some solid, practical and relevant ideas from Chad Brooks, Senior Writer for Business News Daily.
Originally published on Business News Daily.
The Five Things All Great Managers Do
If it seems like your boss isn’t cut out for their job, you’re probably right.
Despite the importance of putting the right people in charge, companies fail to choose the managerial candidate with the right talent for the job 82 percent of the time, according to new research from Gallup. The research revealed that, overall, just 1 in 10 people possess the talent needed to manage others.
The study’s authors said that while many workers are endowed with some of the necessary traits, few have the talent needed to help a team achieve excellence in a way that significantly improves a company’s performance. [The 10 Happiest (and Unhappiest) Jobs in America]
“These 10 percent, when put in manager roles, naturally engage team members and customers, retain top performers, and sustain a culture of high productivity,” the study’s authors, Gallup managing partner Randall Beck and Jim Harter, chief scientist in Gallup’s workplace management practice, wrote in the research. “It’s important to note that another two in 10 people exhibit some characteristics of basic managerial talent and can function at a high level if their company invests in coaching and developmental plans for them.”
Gallup listed these five talents of great managers.
- They motivate every single employee to take action and engage employees with a compelling mission and vision.
- They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
- They create a culture of clear accountability.
- They build relationships that create trust, open dialogue and full transparency.
- They make decisions based on productivity, not politics.
“Very few people can pull off all five of these requirements of good management,” the study’s authors wrote. “Most managers end up with team members who, at best, are indifferent toward their work — or, at worst, are hell-bent on spreading their negativity to colleagues and customers.”
The research suggests that companies miss the mark on hiring managers because the conventional selection process is ineffective. When Gallup asked U.S. managers why they believed they were hired for their current role, they commonly cited their success in a previous non-managerial role or their tenure in their company or field.
“Most companies promote workers into managerial positions because they seemingly deserve it, rather than have the talent for it,” the authors wrote. “This practice doesn’t work.”
Researchers say the good news is that sufficient management talent exists in every company.
“It’s often hiding in plain sight,” the authors wrote. “Leaders should maximize this potential by choosing the right person for the next management role using predictive analytics to guide their identification of talent.”