Employers are setting up managers to fail, according to the results of a new survey.
New research* found that a manger’s initial enthusiasm for their role was quickly dented by insufficient training and a lack of support.
The survey of over 300 managers from around the world discovered that 65% were excited about becoming a manager when they were first given the responsibility. However, within their first year in the role, 62% rated the training they received as poor or non-existent. Almost a quarter of respondents felt that their own manager was not a good role model.
As a result, over a third (36%) believe they do not have the skills they need to thrive as a manager.
Wayne Clarke, founder of World Class Manager says, “Failing to invest in managers is a false economy. Poor management increases staff turnover rates and ultimately affects team performance and corporate reputation. But when managers are supported and equipped, they become a role model for their team and boost productivity.
“We live in a world of constant change, limited budgets and even more limited time. Equipping managers with the skills they need won’t always be easy. But supporting them in the early stages of their management career enables employers to capitalise on their people’s enthusiasm and breaks the cycle of disappointment and demotivation.”
The new research forms part of the “Management 2021” report from World Class Manager. The report explores how employers can better support managers across their organisation and ensure they have skills fit for the future.
The report recommends that employers can overcome barriers – such as a lack of time and money – to equipping new managers by:
- Taking a dynamic approach to upskilling in year one – the growth of bite-sized learning – or “micro-learning” – can enable efficient and cost-effective training. New technology enables employees to access the most relevant accredited courses at a time that works for them.
- Prioritising learning that gives managers a wide variety of skills – too much training bears little immediate relevance to a manager’s role. Their learning suffers as a result. Employers must make use of learning programmes that develop the relevant skills which will be useful straight away.
- Creating role model leaders – poor managers lead to ineffective teams and serve as negative role models. Conversely, those managers who experience great support and training in their first year use these building blocks to manage high performing teams that are engaged and motivated to succeed.
- Prepare managers for a working world of continuous change – managers today need broader cross-functional skills, in particular “human skills” such as communication, coaching, team skills, time management and prioritisation skills, agility and flexibility.
- Make sure your managers are equipped with today’s “power skills” – research shows managers continue to struggle with “age-old” problems such as time management. While these will never be fully solved, new technologies can help managers make radical improvements – if they know how to use them properly.