{"id":3635,"date":"2019-05-19T05:33:31","date_gmt":"2019-05-19T05:33:31","guid":{"rendered":"https:\/\/workwiseasia.com\/?p=3635"},"modified":"2019-08-27T06:25:01","modified_gmt":"2019-08-27T06:25:01","slug":"people-join-companies-but-leave-managers","status":"publish","type":"post","link":"https:\/\/workwiseasia.com\/?p=3635","title":{"rendered":"People Join Companies but Leave Managers"},"content":{"rendered":"


\nEverywhere in the world, every company or organization is making an effort to mobilize people in order to succeed. Whether you are a not-for-profit, a government agency, or a commercial company, you are constantly striving to maximize employee contribution in an effort to achieve your intended mission and drive extraordinary results.<\/p>\n

Of course there are external challenges that every organization constantly battles, but the most frustrating and costly challenges are mainly internal. There\u2019s a people dimension in every business problem. These include issues related to turnover, disengaged employees, poor leadership, burnout, employee conflict, ethics violations, and employee theft. The principle challenge, therefore, that any organization will hurdle is how to hire, develop, engage and retain the right people.<\/p>\n

In his book \u201cGood to Great\u201d, Jim Collins wrote about getting the \u201cright people on the bus.\u201d And once you find the right people, you have to find the best way to keep them and eventually to put them in the right \u201cleadership\u201d seats. Have you considered how much having the \u201cwrong\u201d people cost your organization? Much more if they are your managers.<\/p>\n

You have probably heard the saying, \u201cPeople join companies, but leave managers.\u201d When new hires join a company it is often because of the perceived opportunity and what they believe the company represents. Yet a significant number of exit interviews reveal that people leave an organization because of their managers. Based on a survey cited in “The Real Productivity-Killer: Jerks” by Maeghan Ouimet (2012) 65% of the respondents said they take a new boss over a pay raise. Yet when the managers were asked why their people left, the number one answer given was \u201cfor more money.\u201d This discrepancy shows a significant disconnect between those in management and the people that they lead.<\/p>\n

The impact that those in managerial roles have upon the performance of the organization should not be underestimated. That is why in this column, we intend to share best practices to managers to become effective leaders of people in the workplace, hence increasing their employee engagement, contribution, and productivity.<\/p>\n

In a recent effort by Google to answer the same question, they undertook an initiative called \u201cProject Oxygen.\u201d What Google found was that the best managers had teams that performed better and had higher employee retention. They realized that if they could replicate the behaviors of the highest performing managers and make everyone as good as their top performers, it would have a significant impact on company performance and the bottom line.<\/p>\n

\n

Related Posts<\/h3>\n