HR Blog - HR Best Practice, Thought Leadership and HR Technology Updates

Brought to you by the Codeless Cloud HR Software experts

Corporate Leadership Strategy. Freedom to Employees and Managers.

Posted by Mathew French

12 May 2011

Listened to a really interesting radio program this morning which was about Corporate Leadership. The core topic of conversation was around whether some employees are more likely to be leaders than others. It appears that with proper training most employees can become leaders. Based on desire, opportunity and Business focus on value of people.

In the short term it appears that most people are promoted to management positions based on technical skills, but sometimes lack the people skills to perform well as managers. People will look up to these types of leader but will quickly lose interest and focus if the only reason these managers are in this position because of technical aptitude (Lack People Skills). The discussion opened up into the idea that there should be two types of Leadership promotion streams. One based around potential as manager based on core people management skills and the other based around Technical ability.

The issue for businesses is that mostly, people are made managers, and provided with more responsibility (Title) with out the support, incentive they require to become authentic, skilled managers. This is not sustainable and often leaders to attrition and then the cycle repeats itself. Not saying promotion of people into management positions is easy, far from it, but there needs to be a program in place for it to work effectively.

These programs should be tied into performance reviews to find out which employees have a desire to become managers. Some employees simply do not, and there is absolutely nothing wrong with this. These programs need to assist potential managers with developing skills around getting the best out of people, motivating them and caring for them. Aligning company values with values of Managers to ensure that the whole process is a natural one. This really ties into well being, work life balance, reward and recognition. Too often in performance review processes, do we focus on hard skills measurement and measurable output. At the same time, we should be focussing on how the business can sustain their relationship with their employees through a more balanced approach. Surveys are key here, because, as good management would suggest, we need to open lines of communication with our employees to see what motivates and interests them and a core focus on Collaboration.

Older styles of management have evolved into team focus, with the leader understanding that they don’t have all the answers to all questions. It is impossible for one individual to posses this knowledge to the degree required to be valuable. Managers sometimes seem to have the misconception that they need to be the one stop shop. If the team is aligned and information and knowledge is shared, then the managers focus once again is getting the best out of people and ensuring that delivers and met on-time, within budget.

Try For Free

Topics: HR Manager, HR Leadership, HR Values, HR Managers, Human Resources, HR Culture

Request a Demo