Lessons for Leaders from the People Who Matter
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Employees are ultimately the best measure of their leader’s effectiveness. What’s important is not just how productive employees are, it’s also how engaged they are; it’s how motivated, and how fulfilled. It’s also how they are impacting on team morale, and how long they choose to remain in their jobs. Leaders have tremendous influence over these variables. In multiple studies, including DDI’s 2011 Global Leadership Forecast, leaders are, by their own admission, falling short. This isn’t a new development. Over a period of many years, leaders have consistently given low marks to the quality of leadership in their organisation. What’s more, despite all of the effort and investment in leadership development—innovative new modalities, up-to-date content, business simulations, acceleration pools, 70/20/10 approaches, better diagnosis of strengths and areas for development—widespread improvement in leadership effectiveness remains elusive. To better understand why leadership quality continues to be rated stubbornly low, we decided to take a deeper look by going straight to the source. We wanted to get at the root of the problem and find out what it is that’s wrong. Is leadership quality linked to the complex world of business today or something more basic? Partnering with Harris Interactive, we asked 1,279 workers around the world to tell us about their everyday interactions with their leaders; what their leaders are doing right and what they are doing wrong. It didn’t take us long to discover that many leaders are doing plenty of things wrong—and it starts with the basics. This matters because leadership matters. When leaders are of higher quality and are more effective, employees are more productive.
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Lessons for Leaders from the People Who Matter
- 1. Trend research Lessons for Leaders from the People Who Matter How Employees Around the World View Their Leaders
- 2. Measuring leadership success • Leadership capability is rated stubbornly low • Employees are the best measure of a leader’s success • Are we focusing on the right things? • Engagement, fulfillment, morale = productivity & retention 2 © Development Dimensions Int’l, Inc., MMVII. All rights reserved. MMXII.
- 3. Key Findings 1. Confidence. Workers aren’t confident in their bosses’ skills. 2. Emotion. Workers often feel hurt and demotivated by their boss’ actions. 3. Skill. Leaders are lacking in fundamental leadership skills. 4. Impact. Leadership quality makes a difference! Especially to productivity 3 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 4. 1 Confidence: “I’m not saying my boss is bad but…” 1OUT OF 3 Simply don’t consider their boss to be effective. 4 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 5. Implications “I CAN DO WHAT YOU DO… ONLY BETTER!” Half think they could do a better job but Only half want to! 5 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 6. 1 Confidence: “I’m not saying my boss is bad but...” 39 % left a job primarily because of their leader - And another 55% have considered it! 37 % only sometimes/never motivated to give their best 6 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 7. Key Findings 1. Confidence. Workers aren’t confident in their bosses’ skills. 2. Emotion. Workers often feel hurt and demotivated by their boss’ actions. 3. Skill. Leaders are lacking in fundamental leadership skills. 4. Impact. Leadership quality makes a difference! Especially to productivity 7 © Development Dimensions Int’l, Inc., MMVII. All rights reserved. MMXII.
- 8. 2 Emotion: “My boss does more harm than good.” Bosses’ actions leave employees feeling hurt and demotivated 8 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 9. 2 Emotion: “My boss does more harm than good.” 1OUT OF 3 employees said that their manager’s actions damage their personal self- esteem. 9 © Development Dimensions Int’l, Inc., MMVII. All rights reserved. MMXII.
- 10. 2 Emotion: “My boss does more harm than good.” Employee dread 10 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 11. Key Findings 1. Confidence. Workers aren’t confident in their bosses’ skills. 2. Emotion. Workers often feel hurt and demotivated by their boss’ actions. 3. Skill. Leaders are lacking in fundamental leadership skills. 4. Impact. Leadership quality makes a difference! Especially to productivity 11 © Development Dimensions Int’l, Inc., MMVII. All rights reserved. MMXII.
- 12. 3 Skill: “My boss is human. At least I think so.”- Leaders lacking in fundamental leadership skills Leadership headlines 12 © Development Dimensions Int’l, Inc., MMVII. All rights reserved. MMXII.
- 13. Does your leader handle workplace conflict effectively? 3 Skill: “My boss is human. At least I think so.” Leaders lacking in fundamental leadership skills 42 % only sometimes/never 13 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 14. Does your manager listen to your work related concerns? 3 Skill: “My boss is human. At least I think so.” Leaders lacking in fundamental leadership skills 1/3 only sometimes/never 14 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 15. Does your manager involve you in decision making? 3 Skill: “My boss is human. At least I think so.” Leaders lacking in fundamental leadership skills 1/2 only sometimes/never 15 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 16. Does your boss explain his/her rationale for their decisions? 3 Skill: “My boss is human. At least I think so.” Leaders lacking in fundamental leadership skills 43 % only sometimes/never 16 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 17. Does your manager remain calm and constructive when discussing a problem? 3 Skill: “My boss is human. At least I think so.” Leaders lacking in fundamental leadership skills 1/3 DO NOT 17 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 18. Does your manager display favouritism? 3 Skill: “My boss is human. At least I think so.” Leaders lacking in fundamental leadership skills 1/3 DO 18 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 19. 3 Skill: “My boss is human. At least I think so.” More effective leaders consistently display genuine empathy. 19 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 20. Key Findings 1. Confidence. Workers aren’t confident in their bosses’ skills. 2. Emotions. Workers often feel hurt and demotivated by their boss’ actions. 3. Skill. Leaders are lacking in fundamental leadership skills. 4. Impact. Leadership quality makes a difference! Especially to productivity 20 © Development Dimensions Int’l, Inc., MMVII. All rights reserved. MMXII.
- 21. 4 Impact: “My current boss just can’t compare with my best-ever boss.” Difference between current leader and best-ever leader is More than significant! 21 © Development Dimensions Int’l, Inc., MMVII. All rights reserved. MMXII.
- 22. 4 Impact: “My current boss just can’t compare with my best-ever boss?” 20 % to 60 % more productive 22 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 23. 4 Impact: “My boss isn’t necessarily bad at everything.” 74% “My boss sets clear expectations” 66% “My leader provides necessary support” 23 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 24. 4 Impact: “Why do I even need a leader at all?” 3x less likely to leave their job 24 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 25. 4 Impact: “My current boss just can’t compare with my best-ever boss.” What makes a leader “best-ever” 25 © Development Dimensions Int’l, Inc., MMVII. All rights reserved. MMXII.
- 26. 4 Impact: “My current boss just can’t compare with my best-ever boss.” Significant gaps in leadership performance 26 © Development Dimensions Int’l, Inc., MMVII. All rights reserved. MMXII.
- 27. 4 Impact: “Why do I even need a leader at all” Good leadership Makes a huge difference! 27 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 28. Leaders are lacking Interaction Essentials 28 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 29. Implications • Help leaders see their blind spots • Essential skills are developable - like any other. • Practice skills and focus development. Consistently • No short cuts. 29 © Development Dimensions Int’l, Inc., MMXII. All rights reserved.
- 30. Study Information • 1,279 workers* • Survey conducted in the U.S., U.K, Australia, Canada, China, Germany, India and South East Asia (Malaysia, Philippines, and Singapore) • Data collected between August 31, 2011 and September 20, 2011in partnership with Harris Interactive *Workers refer to those age 18+ who identified their position as either entry level, administration, clerical, professional, or technical staff 30 © Development Dimensions Int’l, Inc., MMVII. All rights reserved. MMXII.
- 31. What next? DDI has a proven methodology for developing the essential skills all leaders need to be effective. To learn more about our approach, and more about why the Leadership Essentials matter, download The Essential Guide to Interaction Essentials at www.ddiworld.com/EssentialsGuide 31 © Development Dimensions Int’l, Inc., MMVII. All rights reserved. MMXII.
Editor's Notes
- Most people come to work to do a good job but it’s real commitment that’s going to make a difference in the turbulent, competitive worldA competent leader must be able to motivate employees to give their best for the organisationbut in many cases this just isn't happeningThe survey bears out the adage that people leave their managers, not the companyUltimately, this can lead to turnover and nearly 2 out of every 5 surveyed employees have left their job primarily because of their leader, with over half of the surveyed population indicating they had considered doing just that! This has massive implications in terms of lost productivity, recruitment costs, morale. And you can be sure that it isn’t the people that you wouldn’t be too upset to see go who leave; its he people with real choices.
- We as leaders are not doing great so far. How do the employees in our care feel about their leader’s actions?
- The relationship between a boss and subordinate is set by the what leaders say, what they do and how they actAnd this has a strong knock on effect to how the whole team feels about their managerUnfortunately, it seems what many leaders are doing, saying and acting is leaving employees hurt and demotivatedI would suggest that most leaders want to be seen as Supportive and Motivating which is completely the opposite of how many employees are feeling