Only about 30% of US employees are engaged in their jobs. Such employees have managers who encourage their development and focus on their strengths. The remaining 70% of employees are either not engaged at work (50% of all employees) or actively disengaged (20%). Worldwide, only 13% of employees are engaged.
Who engages employees? People with the talent to manage teams. Gallup scientists have found that managers account for 70% of variance in employee engagement scores across business units.
Who engages employees? People with the talent to manage teams. Gallup scientists have found that managers account for 70% of variance in employee engagement scores across business units.
The problem is, every day, thousands of employees are named “manager” or “supervisor” who have little to no capacity to perform that task. Gallup has uncovered that companies fail to choose the candidate with the right person talent for the job of manager 82% of the time. Those companies are wasting time and resources attempting to train bad managers to be who they’re not.
There’s a reason for this: Authentic management talent is very rare. It takes Moneyball—rigorous analytics and talent assessments, not old corporate “scouting reports”—to uncover that talent.
Gallup has found that just one in 10 have the natural, inborn talent to manage teams effectively. Those gifted individuals know how to maximize the potential of everyone on their team; boldly review performance; build relationships; overcome adversity; and make decisions based on productivity, not politics. They are born, not made. They are wired differently. Conventional thinking is that a person with an MBA can manage, but he may not have a natural gift for management.
Gallup also found that another two in 10 people have some characteristics of basic managerial talent and can function at a high level if their company coaches and supports them.
But when you take out the one in 10 who are naturally gifted managers, and the two in 10 who are coachable, this leaves seven in 10 people in management positions who probably should not be there at all, and who are actually likely to make their teams worse.
There’s a reason for this: Authentic management talent is very rare. It takes Moneyball—rigorous analytics and talent assessments, not old corporate “scouting reports”—to uncover that talent.
Gallup has found that just one in 10 have the natural, inborn talent to manage teams effectively. Those gifted individuals know how to maximize the potential of everyone on their team; boldly review performance; build relationships; overcome adversity; and make decisions based on productivity, not politics. They are born, not made. They are wired differently. Conventional thinking is that a person with an MBA can manage, but he may not have a natural gift for management.
Gallup also found that another two in 10 people have some characteristics of basic managerial talent and can function at a high level if their company coaches and supports them.
But when you take out the one in 10 who are naturally gifted managers, and the two in 10 who are coachable, this leaves seven in 10 people in management positions who probably should not be there at all, and who are actually likely to make their teams worse.
What's solution? Gallup says that more training (like How to Be a Better Manager) might help. Related articles:
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