The 2 Most Visible Indicators of a Highly Optimized Talent Strategy: Part 2

Explainers

Mar 21

In our previous blog, we discussed the first of two visible indicators of an organization with a highly optimized talent strategy. In this blog, we explore the second indicator:

Managers invest time developing high-quality professional relationships with their direct reports; and they do it consistently across all functional areas.

Everyone has heard the adage that people don’t quit jobs, they quit managers. In an age when companies are working hard to attract and retain top talent, the spotlight is on the managers to deliver a high-quality workplace experience.

Unfortunately, many organizations still promote outstanding individual contributors into management positions without adequately training them for the challenges of leading people.

The manager/direct-report relationship has the potential to elevate an organization to new levels of success, or drag it to a halt. In my 25 years consulting with corporate, non-profit, and government organizations, I’ve seen many get it right. It’s like watching a ballet or an orchestra performance: everyone is great at their jobs while understanding how their work contributes to the organization’s overall success.

Here’s what I noticed from those high-performing organizations.

The Predictive Index is a great tool to help you optimize team performance.

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What’s common among managers at high-performing organizations

Selflessness. They don’t view their management responsibilities as an “overhead” cost, a personal burden, or a separate job. Instead, they view management as a privilege and a responsibility.
Coach Mindset. Management doesn’t feel like managing. They coach and mentor their direct reports ensuring they have what they need to do their jobs vs. looking for rote compliance with rules or directives.
Simplicity. They focus on the fundamentals of human leadership. For instance, they take time to check in personally with their direct reports before moving on to their work agenda.
Consistency. They hold one-on-one time as sacred. It’s rare for managers in high-performing organizations to frequently shuffle or skip meetings with direct reports.
Contextual Awareness. Managers understand where each of their direct reports is on their developmental journey, and offers support relative to their experience, tenure, goals, etc.
Adaptive. Managers know what motivates their direct reports, understands their behavioral drivers, and can adapt their own style to ensure an effective relationship.

Observed outcomes when managers are capable and engaged

Increased Trust and Loyalty. Increased trust and loyalty can result in higher levels of engagement and retention.
Enhanced Communication: Improved and clearer communication, as employees are more likely to feel comfortable sharing their thoughts, ideas, and concerns.
Better Conflict Resolution: Healthy conflict is accepted (or even encouraged), and few issues are left to fester. This can reduce underlying causes of workplace stress and resentment.
Improved Performance. Employees who have strong relationships with their managers are often more motivated to perform well, leading to improved individual and team performance.
Increased Job Satisfaction. Employees are also more likely to be satisfied with their jobs, leading to longer tenures.
Enhanced Capability Development: Investing time to learn about direct reports leads to targeted development and increased skills and capabilities.
Better Team Dynamics: When managers and direct reports communicate openly, it can lead to positive team dynamics, as employees are more likely to collaborate effectively and support one another.
Better Decision-Making. With support and autonomy of a manager that “has your back,” employees are often better able to make decisions in the best interest of their team and the organization

Conclusion

Great organizations don’t just happen. They need a combination of skill and luck to get off the ground and to maintain momentum. It’s all made easier when the CEO (or Executive Director, General Manager, President, etc.) articulates and demonstrates what good leadership looks like.

The great news is that most organizations are led by well-intentioned CEOs who want to get it right and staffed by managers trying hard every day to lead their direct reports. The intention is there, but the execution isn’t. “Busy” is often the excuse for neglecting the important talent strategy pillars.

The ones who make it to the top start by… starting. They then commit to making small changes plus sustained effort. Within a year, there are significant positive changes at all levels of the organization including stronger retention, higher quality candidates, and increases in job satisfaction and engagement.