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MANAGING
PEOPLE

O 
U § A N @ T @ @ H © @ § LY

TOUGH JOB
FRONTLINE MANAGERS
DIRECTLY SUPERVISE
AROUND 80% OF THE
TOTAL WORKFORCE
MANAGERS ALSO
ACCOUNT FOR 70% OF
THE VARIANCE IN
EMPLOYEE ENGAGEMENT
SO HOW ARE
THEY DOING?
NOT WELL
ENOUGH
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RKERS ARE FULLY”
GAGED AT WORK

w Slnl...
THE "IT'S NOT
ENOUGH"
TO THE NUMBER
OF CHECKED OUT
EMPLOYEES
HERE'S WHAT
LEADERS TELL
US IN OUR
PROGRAMS
Honestly,  I didn't think
managing a team

would be this hard
Peoplejust don't seem to
care like I did.  I thought it
would be like managing ME. 

and that seemed pretty easy.
There's always a
shortage of time and

overage of inbox
My team needs one thing from
me.  My stakeholders demand

another.  Which do I choose?
BEING A
MANAGER IS
TOUGH
EV

I-/ "~‘ ‘.  I I
I I, 
_5 , ‘
. .I - '

   

>, 
. ‘I

V   

Eiwimeso o: N: THE?
IN FACT,  THE TOP
TWO REASONS
MANAGER FEEL THEY
LANDED THEIR JOB?
#1

BECAUSE THEY
EXCELLED

IN A
NON-MANAGER
ROLE
#2

BECAUSE
THEY HAVE A
LOT OF
EXPERIENCE
OR TENURE

   
 

A

: ,:1 Most
E><perienC<-1.»

 

I
MANAGERS TELL US ALL
THE TIME THAT THEY
FEEL OVERWHELMED &
UNDERPERFORMING
YE'I' THEY'RE AFRAID TO
ADMIT IT.  THEY DON'T WANT
THEIR PROMOTION TO LOOK
LIKE A BAD CHOICE.
HOW ARE YOU
DEVELOPING
YOUR
FRONTLINE
TODAY?
HOW ARE YOU
GROWING YOUR
LEADERSHIP
BENCH
STRENGTH?
IS IT GETTING
YOU WHAT
YOU WANT?
MANAGER PROGRAMS BY
LEAD THROUGH STRENGTHS
HELP YOU UNDERSTAND

THE lD2EAlKl@©flNT§ ETWEEN

COMPANY
PERFORMANCE

0/‘N/ °

H...
WHEN YOU BUILD YOUR
LEADERSHIP CAPABILITIES, 
YOU CAN IMPROVE
COMPANY PERFORMANCE
MANAGERS LEAVE OUR
PROGRAMS KNOWING HOW
TO INDIVIDUALIZE THEIR
STYLE TO EACH EMPLOYEE
THEY LEAVE WITH
SUPPORT AND TOOLS
TO MAKE CHANGE
HAPPEN
AND WE'RE RIGHT
THERE BESIDE YOU, 
READY TO COACH
THE FULL EFFORT
?M@@UGH; 
STRENGTHS

X
{A

A4.
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Are Your Managers Leading Through Strengths

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Worldwide, only 13% of employees are engaged on the job. What are you doing to buck that trend? Your frontline managers are key.

Published in: Business
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Are Your Managers Leading Through Strengths

  1. 1. MANAGING PEOPLE O U § A N @ T @ @ H © @ § LY TOUGH JOB
  2. 2. FRONTLINE MANAGERS DIRECTLY SUPERVISE AROUND 80% OF THE TOTAL WORKFORCE
  3. 3. MANAGERS ALSO ACCOUNT FOR 70% OF THE VARIANCE IN EMPLOYEE ENGAGEMENT
  4. 4. SO HOW ARE THEY DOING?
  5. 5. NOT WELL ENOUGH
  6. 6. .¢OCUcnC‘O ‘O0’, -viu »-A4 OUUUD-- . 00000’ CO D" in in I aooooq unooct 0 e O 4 V o .4‘; .0130 $000 I I. 2. u ooouoo 00 09 30‘? ! n 0 0 Q I o 3 0 I A g< 0 4 I 5 CO0 00a an. Ofiflfl . c'OO . ud--aorta Goon-ac! L‘ oonloo iuolbt 6 é o 0 5009 @6005! ‘: - u : O o 4 1| eon- Veooooj It: 9 2 .9 u 4. , .3 0 u ‘E 0 in K‘ 0 a D I 5 o (‘O aeoaoa 6 9 oal 5 a Qooooool 96¢) oocbd ~ I: -1419 (I I-9 . uo IO 5 .3 on Aeoocvoo 1: ‘ago on 096! c a o Oca- coco- x. Goo- '3 o D -3 .3 Q0. 5 as oo . .,o. 00 0 OOOOQ C. D oo 00 G. alt e oc- Ooaocozstl IA 0 aaaeaaoa ottlucoooor. ea . canoes ‘to. .- r‘ ovsseooa auOG coco oobos 30005 on‘ Ilgchbuo I 0| noon oeos onoe sea. 00090 e :3 -3900 I I C OJ bea- /25666 o 0 oslloonueoi aoeloeocaaooooot uoao; e.*. oooaaooooao no-«canoa « coo-be - n : o-_: » 00!‘ 6 0 lo F") I‘ 5 , x 900 ooooo . ¢6o-7006 e 5 O9 Ola. O. Heat 6066 o 9 n o u o o 9 non coho-zooooooooeo noeooooocoooooood ooaooooonoaooooo Voaoecaoea‘ ‘fiat ’ $- 05 0'. ‘ 3., to oood cecal labor. -o I600!-5 o 0 o c O -cocoooo *‘*o n 3 . < (snr. 9 onobcon ‘l 5 W1 :5, - 1 . .‘ . "fl? .. <AOJ to . ,- ooaoooeoo. no on e uidacaooouaéov 0 a o .00. . ‘cannon ‘o-cocoa-aaoo -ooooc 0 0-94: ovo_o_or_ _§ 5 c 00 0 o 0 Jo 0 J OGODOO c O Ioaoononoooo , o ooqooooooeooo Jaeooon lo 6 1;‘ as Qoblibbobo . .. l J) oaaoo. ooo-2onoeoonooooaocoan Q z e. - 6 1 A 4 O “V ‘fid- 9-; oam, ..; ¢o O 6 0 6 coo 0 ‘O é 6 '3 COC- Q 0 06!‘ n‘ {-96 60 00 94-6 on’ on 00015-:3 J‘) ‘o ‘w ‘ ' " l ,1 .3 5 O I o n 0 o 000 0! ago I 9 O 0 G o vol 0 no I u I1 30.29:» can tune o 6 0 O O 9 O C 0 O <- 6 0 9 C O D 9 O ‘O I" Q 0 0 0 0 0 6 ' 0 ' Source Gallup - http / /wwwgalhsg c_og1.(file/ services/182216/StateOfAmericanManager_o5i5_m _LR. pdf
  7. 7. ID 000000‘ I009 10 II II 00 II 00 II ‘OOOOO’I II ' ‘III Iltlov Ill 00030 ICU’ OD’ RKERS ARE FULLY” GAGED AT WORK w Slnlluli CCIF11/Hr? ‘"‘5E*7'». ‘>U3S /18:21t3/Sill! -9C>f/ Una: -r>r; :nnMem.1(3" “‘3l‘3.mI1_L”l)«.1l' Sz: :urC; '- Cinllup - hllp / /«
  8. 8. THE "IT'S NOT ENOUGH" TO THE NUMBER OF CHECKED OUT EMPLOYEES
  9. 9. HERE'S WHAT LEADERS TELL US IN OUR PROGRAMS
  10. 10. Honestly, I didn't think managing a team would be this hard
  11. 11. Peoplejust don't seem to care like I did. I thought it would be like managing ME. and that seemed pretty easy.
  12. 12. There's always a shortage of time and overage of inbox
  13. 13. My team needs one thing from me. My stakeholders demand another. Which do I choose?
  14. 14. BEING A MANAGER IS TOUGH
  15. 15. EV I-/ "~‘ ‘. I I I I, _5 , ‘ . .I - ' >, . ‘I V Eiwimeso o: N: THE?
  16. 16. IN FACT, THE TOP TWO REASONS MANAGER FEEL THEY LANDED THEIR JOB?
  17. 17. #1 BECAUSE THEY EXCELLED IN A NON-MANAGER ROLE
  18. 18. #2 BECAUSE THEY HAVE A LOT OF EXPERIENCE OR TENURE A : ,:1 Most E><perienC<-1.» I
  19. 19. MANAGERS TELL US ALL THE TIME THAT THEY FEEL OVERWHELMED & UNDERPERFORMING
  20. 20. YE'I' THEY'RE AFRAID TO ADMIT IT. THEY DON'T WANT THEIR PROMOTION TO LOOK LIKE A BAD CHOICE.
  21. 21. HOW ARE YOU DEVELOPING YOUR FRONTLINE TODAY?
  22. 22. HOW ARE YOU GROWING YOUR LEADERSHIP BENCH STRENGTH?
  23. 23. IS IT GETTING YOU WHAT YOU WANT?
  24. 24. MANAGER PROGRAMS BY LEAD THROUGH STRENGTHS HELP YOU UNDERSTAND THE lD2EAlKl@©flNT§ ETWEEN COMPANY PERFORMANCE 0/‘N/ ° HUMAN PERFORMANCE
  25. 25. WHEN YOU BUILD YOUR LEADERSHIP CAPABILITIES, YOU CAN IMPROVE COMPANY PERFORMANCE
  26. 26. MANAGERS LEAVE OUR PROGRAMS KNOWING HOW TO INDIVIDUALIZE THEIR STYLE TO EACH EMPLOYEE
  27. 27. THEY LEAVE WITH SUPPORT AND TOOLS TO MAKE CHANGE HAPPEN
  28. 28. AND WE'RE RIGHT THERE BESIDE YOU, READY TO COACH THE FULL EFFORT
  29. 29. ?M@@UGH; STRENGTHS X {A A4.

×