What People
Need Most from Leaders:
A note to Senior Management
By STEVE COATS |
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In our work with many different organizations,
we hear a lot of things that are going on at all levels of the business.
Interestingly enough, we are now hearing some common issues repeated
over and over at the middle manager and director level. We
thought we would highlight them for you. There is nothing
new in the issues, but there is a very important conclusion.
People have consistently told us the one thing that will make the
greatest difference in resolving these issues. We will share
that with you too.
Common Issues:
There are four key items that keep surfacing
from middle managers, no matter what company, industry, size or
scope. They are:
1) Rampant change -- which is creating a pervasive
feeling among workers that everything is built on shifting sand.
Organizational change and restructuring is continuing at a breakneck
pace, as are mergers, acquisitions and other types of corporate
arrangements. And the revolving door in the executive suites
seems to be producing a great deal of unsettling turnover in key
positions at the top.
2) The bustling economy -- which is providing
an unparalleled number of external opportunities for workers.
Recruiting the right people has become a much tougher challenge,
and there is a growing imbalance between the capabilities needed
for the future and the right people to fill those positions today.
We are frequently told by managers that they have to tolerate cynical
or negative behavior of some of their associates, because they need
the technical skill set that these people possess. This is
especially true in the high technology industries.
3) The enormous amount of work -- which is knocking
peoples' lives clearly out of balance. Many people would not
consider a vacation without a laptop. Conference calls late
at night or on holidays and weekends are commonplace. We heard
one individual talk about e-mail received in megabytes per day!
As one senior manager even told us, "no matter how much you do,
it is never enough."
4) Strong silo walls -- which is producing a frustrating
feeling of internal strife and competition. There is clearly
more talk about collaboration than action in organizations today.
Organization walls are thick as ever, resulting in redundancy, poor
resource utilization, and political decisions taking precedence
over customers. Is it any wonder that innovation and time
to market is lagging in a number of companies today.
The Solution:
The good news is there's a common solution that
spans all of these issues. What managers consistently tell
us they need from their senior managers is Vision. Specifically,
managers and workers throughout the business say they desperately
need a vision that is:
- clearly focused on overall direction and purpose
- inspiring -- not just a series of financial
targets
- constantly communicated and referenced during
important decisions
- translated and connected down the ranks
Now, here's the rub. The word vision is
bantered about so freely today, that it has lost its true meaning
and value for many senior managers. From our observations,
most would in fact agree that vision is important. It is just
less important than current financial performance.
There are some compelling reasons for senior managers
to rethink their position on the importance of vision. After
all, associates in every part of the business are screaming for
it. Consider some of these reasons:
1) People need to know the direction their companies
are going. (Remember rampant change?) They want some
assurances that they are working on the right things. They
want to eliminate the redundant work that frequently occurs and
do original, breakthrough work. They need to know their work
is serving a purpose, and is not just creating entries on performance
appraisals.
2). Although quarterly performance targets might
be enough of a vision for analysts, it is not enough to inspire
employees to greatness. People need to know that their long
hours, boring meetings, conflicts with people in other divisions
and sometimes lousy bosses are contributing to something more than
company profit. As one VP cited about her company, which was
doing quite well financially, "people say the company no longer
has a soul." And as you might suspect, good people are indeed
leaving this firm.
On the other hand, workers do understand profit
and financial objectives. They know how important it is to
"make the numbers." Although they will always have moments
of complaining about unfairness or lack of entitlements, they know
there will always, absolutely always, be financial pressures.
That's why it is called "work." Senior managers - have some
faith that your people recognize and accept this.
Workers understand Wall Street, but they live
their lives on Main Street. They like to know what they do
makes a difference. Think about these examples. In one
wireless communications company with whom we work, increasing revenues
in foreign countries is a very clear and very stressful objective.
But the people are going after it, not just because that's what
they are paid to do. They feel a tremendous sense of pride
knowing they are giving people in countries like China the ability
to communicate for the first time, to keep in touch with distant
friends or ailing parents. The associates in a retail optical
company are working relentlessly to meet their breathtaking growth
and profit targets, which have been astonishing. But you should
hear the pride and joy they express when describing the number of
less privileged people around the world who for the first time,
have the gift of sight, because of their company.
People want to be inspired and quite simply, numbers
are just not enough!
3) The final reason for vision may be the most
important of all. People in the company need to know that
senior management, is "in." They need ongoing evidence that
people at the top are committed to a common future, not just more
sizable executive compensation or additional power.
In most organizations, middle managers do not
get to deal much with senior management. But one thing is
certain. The actions of an individual executive or a senior
team gets magnified 1000-fold -- particularly if they involve turf
issues. Senior managers will often be seen as working independently
instead of for the good of the total enterprise -- especially if
there has been a parade of constantly changing faces in the executive
suite.
People become inspired and driven by visions that
are clear, communicated and connected throughout the business.
Vision gives the employees the confidence that the entire company
is aligned and working together, rather than a series of independent
silo's competing with each other. And boy is there a lot of
that!
Vision enables all associates to come to work
everyday with heads held high, knowing how their day to day tasks
contribute and make a difference. That's helpful to your facilities
people, who have the often thankless jobs of keeping your plants
and offices livable, your programmers who live in the world of complicated
computer code, and everyone else who draws a paycheck from your
company.
Everyone's work is pressure-packed these days
and people want to be able to justify why they come to work.
How much longer do you believe people will put up with the hours,
the stress, fickle and demanding customers, and sometimes crazy
bosses just so the company can make more money. Especially
when there is an abundance of outside companies that offer a chance
for more meaningful work along with the tough goals.
A couple of last notes to all of you who are senior
managers. First, we find that people at all levels truly do
understand how tough your work is. They know you do not have
all the answers and are constantly debating strategic direction.
They know you have tremendous responsibilities, and that your decisions
have massive impact on many peoples' lives. They also know
financial performance is vital -- to you and the continuing health
of the business. They want to help you.
Finally, vision is not about the "exact wording"
on a wallet card or wall plaque. It is about the future -
a future where achievements are rewarded and rewarding. As
leaders of the business, you have an obligation to take your companies
prosperously forward. When there is no vision, your people
often hold back, for very good reasons. However, when you
clarify the direction you want people to go and inspire them to
accomplish things they have never done before (or thought possible),
you will be amazed at the amount of help they will provide.
International Leadership Associates ©1999 |