Why You Must Build Management Capability

(part 1 of 2)

In the past, organizations have clung to the belief that as long as they had competitive products and services, they could enhance their performance by hiring strong leadership and top talent. While this focus has worked in some cases, in today’s highly competitive labor market—and yes, it is going to get much worse—organizations competing for top talent may be missing the essential managerial skills and processes needed to succeed over the long term.

    Today’s Generation X employees have much higher expectations of what managers should do to support them compared with the prior generation. Furthermore, the new entrants into the workforce, known variously as Generation Y, Millennial or Generation Next, have still greater needs for immediate feedback and development. These young workers are accustomed to praise, reinforcement and time to develop their interests and skills. How can organizations capture and retain this new talent, as well as slightly older up-and-coming leaders?

    Research suggests that most organizations neglect the role of managers, undervalue it and therefore suffer from a lack of strong management capability.  Many valid surveys’ indicates that employees who plan to stay with their current companies are twice as likely as employees who say they might or might not stay to report that their managers recognize their talents and encourage them to use those talents to the fullest extent.

    I would say that the trend that is emerging is not pretty. Today’s managers are also individual co se today’s employees want more from their managers and workplaces, not less. And they are willing to walk out of your workplace if they don’t get it.

    While employees are hungry for praise and eager to get help expanding their capabilities, there is, unfortunately, a corresponding capability gap among managers to give them what they need. This deficit exists for many reasons, including:

Years of downsizing means companies expect more from fewer employees. There simply is not enough time for managers to devote to mentorship and employee development.

·         Insufficient skills. Managers don’t know how to provide feedback and develop people.

·         A dearth of rewards. Managers are rewarded based upon individual contributions and achievements, not their management skills.

·         The mistaken belief that "one size fits all." The same rewards approach won’t motivate everyone.

·         Organizations do not place a high enough value on the role of the manager.

Employees don’t leave companies; they leave their managers (I’ve said this time and time again)
    Employees want managers who will provide goals and direction, feedback and coaching—and who recognize and reward them for good performance. Yet research indicates that managers are not delivering on these expectations. One possible reason is that managers’ roles are not designed to focus on managing people. Most managers spend 90 percent of their time on technical and administrative tasks and only 10 percent of their time on activities related to managing and developing the people who report to them.

    There is a wealth of research indicating that management behavior is a key factor in retention. This is nothing new. Recent research has consistently shown that dissatisfaction with one’s manager is a top reason for leaving the organization.

    More recently, three different research studies—in 1999,. in 2000 and in 2003—examined the factors that predicted whether employees would stay with or leave their current organizations. Some of the most commonly found items predicting intention to leave were:

·         Insufficient feedback and coaching.

·         Insufficient learning and development opportunities.

·         Insufficient reward and recognition for their work.

·         Insufficient sense that their organization values them.

    Management is responsible for delivering on each of these job factors. No one else can affect how an employee feels as dramatically and tangibly as an employee’s immediate manager. The most effective managers are those who know their employees’ strengths and development needs so well that they know which assignments to give based on balancing both organizational needs and those of the employees.

    Coaching and feedback make up one area that is receiving the most attention in organizations today. Employee survey results in company after company are showing that employees want and expect feedback. Research conducted with Gen Xers tells us that this age group not only expects feedback from their managers, but demands it. The Millennial Generation is even more voracious in its need for coaching and input.

    Finally, people want to know that they are appreciated when they do a good job or put in extra effort. Good managers praise employees in ways that raise self-esteem and commitment to the organization. Poor managers just expect it all, and, as a consequence, praise nothing. What they really get is turnover, and lots of it. And then they get less productivity out of the people who do stay.

What actions to take?  Watch your Sunday (October 21, 2012) email for some of the answers

Regards,

George F. Mancuso

George F. Mancuso, CPC

Talent Asset vs. Tenure Asset - A Lesson In Employee Retention

Talent Asset vs. Tenure Asset – A Lesson in Employee Retention

“…the only thing worse than an employee who quits is an employee who quits and stays!”

Talent and Tenure are not necessarily two assets that go hand in glove.  Tenure many times is associated with loyalty and Talent many times is associated with achievement, maybe even over achievement.

Which would you rather have in your organization?  A long time employee who is an under achiever or a less tenured employee who always goes the extra mile to exceed goals and expectations?  Under achievers wear different looks, and they include complacency, lack of performance, pot stirrer, a thorn to everybody around him/her.

When it comes to retention, please allow me to make this bold statement that I hope you will digest as it pertains to yourself and/or your organization;

“IF YOUR ORGANIZATION MISINTERPRETS OR COMPLICATES TALENT ASSETS AND TENURE ASSETS AS ONE, YOU ARE PROBABLY ON A TROUBLED PATH IF YOU HAVEN’T ALREADY TRAVELED IT.”

Valuing achievement, dedication and contribution over just valuing tenure is the message I’m trying to instill in you today.  And please understand that I’m not against Tenure Asset employees as long as their contributory factors remain as high as those of Talent Asset employees.

“TENURE AS A BUSINESS PRACTICE IS A FLAWED BUSINESS PHILOSOPHY!”

    a.)   Tenure Can Overpower Talent:  As an example, when a company promotes based on tenure instead of merit/performance/achievement etc., the company loses its ability to influence the intrinsic talent within.  Morale is affected, performance is affected and certainly turnover is affected.

    b.)   Tenure Impedes Change and Destroys Innovation:  The concept that “we’ve always done it this way takes over”. Complacency breeds complacency.  Doing it the same old way just because we are comfortable in doing it the same old way is part and parcel the crux of this Flawed Business Philosophy!

    c.)    Tenure Breed Destruction and Complacency:  When I view an employee who has been on the payroll for a very long time and mostly in the same role or capacity, I find that underneath the exterior is an employee who does mediocre work.  Even though their exterior “look” is that of an innovator, change maker, goal achiever, the underlying fact remains that most are just marking time.

So let’s cut to the chase…an employer needs to maintain a defined path or even prejudice towards performance.  Reward talent, initiative, innovation, loyalty, attitude, creatively, work ethic, contribution and leadership ability.  DO NOT reward Mediocrity, Complacency, Lip Service, Lack of Drive or Determination.

As an Employee Retention Specialist, I can help your company get onto the right track.  Employee Retention is all about people and people is what I do best!  Tenure Assets can be rejuvenated and Talent Assets can be directed to achieve even great levels of expectations.

So if you don’t plan to act upon this newsletters message, then kindly ask yourself, what is the real cost to my bottom line?

 Regards,

George F. Mancuso, CPC, CEO

Employee Retention Specialist

Client Growth Consultants

Grinnell, IA

www.ClientGrowthConsultants.com

What Prevents Highly Qualified Candidates From Becoming Gainfully Employed?

Many candidates have complained to me over the years about “bait and switch” tactics to screen them out of an active candidacy because of a disability, minority or seasoned candidate status.

My advice to you is the same as it is to all of my potential candidates.  In order for me to present you as the “most place-able candidate” or better said……in order for YOU to prepare yourself to become the most place-able candidate it all comes down to the following; SKILLS, STABILITY, EXPERIENCE AND ATTITUDE

A.            All companies ask me for the “skill set” first.  If you don’t match the qualifications, why would I try to force a square peg into a round hole?  All it does is offer frustration and a set up for a failure.

B.            Job hopping is a no-no.  A couple of years ago I read an article that says the Generation X & Y employees will change jobs 26 times in their career path.  This is an atrocious goal in life. I hear from hiring managers, “….why doesn’t he/she stay any longer than 2 years at any given job?”  And I rhetorically respond, “Good question, why don’t they?”

C.            You must learn your trade and then relearn your trade every day.  Our world moves fast and change is a common word in most growing business environments.  If you don’t have the skill sets required by an employer it probably won’t be a match, no matter how hard you try. What did you do in the last 12 months to improve yourself?  Remember that YOUR resume is only a job description of who you were.  You must be prepared to demonstrate to a prospective hiring manager what you plan to be and how your presence can impact their company in a positive way!

D.            There are no longer any “GIVE-ME’s” in this world.  Having an attitude that the new employer or current employer “owes you” is a destination to nowhere.  It all begins with you the employee.  Why fall into an impossible stereotype?  Why not demonstrate your qualifications by example?  My grandmother used to tell me, “deeds not words!”

When I speak with employers about employees they have terminated I hear, “they just acted like they didn’t want to be here; or he/she stood around with his/her hands in their pockets waiting for ME to do it; or He/she never contributed to the conversation, never offer good solutions to problems; or when the five o’clock buzzer rang, they were out the door like a shot.” 

All these actions demonstrate why an employer wouldn’t want to keep an employee.  And if you fit into these categories, change or the results will be the same in the future for you.

Now from the management or hiring side of these issues I suggest the following;

1.            Start looking at candidates from what assets and value that they bring to the organization.

2.            Look at candidates with this thought, “if he/she has only five years left to work, how can we empower them to allow us to tap into their knowledge to grow the people in this department or company?”

3.            Become known as a company that is a champion of PEOPLE. This will probably include soul searching and making decisions that you have probably not made in your “job hiring” past.

4.            The results will be that you will have a work place that people will WANT to work and the word will spread and it will positively affect your sales and bottom line.
5.            If one of your friends or parent was noticeably older than you or walked with a disability or had a different color of skin, would you tell him/her not to come to your house because you didn’t want the neighbors to know that you associate with “those types” of HUMAN BEINGS?  I think not, so why does it in happen in business?

6.            QUALIFIED candidates will reward you, the company and their co-workers once given the opportunity to shine.

Go forth and make this a tremendous week for you and everyone around you!

Regards,

George F. Mancuso, CPC, CEOClient Growth Consultants, Inc.

Tell Me Again Why You Hide Behind Your Voice Mail?

Do you hunker down behind your Voice Mail?

A while back I was visiting the President of a company who is a long time client of mine.  His secretary interrupted us announcing a phone call. 

CLIENT:  “Put it in Voice Mail,” was his response.  “Damn Sales People!  I just hate those kinds of calls.  Sales People are always calling here wanting me to buy something.”

ME:  “Was that one of your vendors’ sales staff calling you, “I asked? 

CLIENT:  “Hell no!  I don’t even know what he sells or what he wants. They just keep calling here.  Damn Sales People!”

ME:   “What if every time one of your sales staff made a call into a prospect, they received the same treatment I asked?  How much business do you think you’d have?”

CLIENT:  “Yeah but other businesses [NEED] the services we offer!” 

ME:  “But how did they find out about you if they didn’t give one of your sales staff a few minutes to LISTEN?”

CLIENT:  “YOU damn Sales People are all alike, he said with a half hearted laugh.”

Sadly ladies and gentlemen, this scenario is a daily occurrence throughout the business world.  And for a guy (me) who makes or takes at least 40 phone calls a day, I can truly understand the frustration. 

HOWEVER, with that said, my question is, how do you know you don’t need what the sales person is selling? 

How do you know it’s not an opportunity to get involved in the newest gadget? 

How do you know this person isn’t representing a client who NEEDS your services?

If you believe in the Golden Rule, then this whole message applies to you.  The next time a business sales call comes in, take two minutes to listen to the spiel.  Ascertain quickly if you might have a need and set a more convenient time to talk.  Please don’t tell me how busy and important you are, because that’s a lame excuse.  How about the person who trying to make an honest living through a legitimate business?  Is his or her time not important as well?  We need to respect each other and give credence where credence is due.

I had a salesman contact me last week and his opening line was, “I have services that will double your business!”  I stopped him and asked, “Before we go on, tell me what you know about my business.”  He stumbled and fell because he really didn’t know anything about my business and the conversation was over rather quickly.  But I have a plan in place that I do take the calls and  I give them 2 to 3 minutes to make an impact and if I have an interest, either allow them to continue or set a better time for them to call me back.

The other great  rule is, return all your calls before you go home.  If someone thought you were important enough to leave you a message, respond and deal with it today.  It will save you many more dollars because your staff won’t have to handle additional incoming calls over and over again from the same people you could have put to bed several calls ago.  Stop hiding behind your voice mail America.  Let’s talk to each other, trade fairly with each other and grow ourselves, our companies and our great country!  As American business people, we are in control.  Demonstrate it!

Please enjoy a prosperous week.

Regards,

George F. Mancuso, CPC, CEO

Client Growth Consultants, Inc.

Grinnell, Iowa

 

Of Course YOU want to be Liked.....HOWEVER....

Of Course You Want to Be Liked; HOWEVER……..

Wanting to be liked and one of the guys or gals is natural, especially for a manager or leader.  But as a leader, your team should like, respect and follow you for all the right reasons.

If they like you because you are fair, honest, consistent, communicate, empathetic, positive attitude, care about them and their families and are an appreciative motivator, then I’d say those are many of the right reasons.  But if they like you because you provide them with free stuff, (i.e. food drinks and/or tickets) then I ask, “….what have you gained?”  There is little doubt you will be setting yourself up for failure somewhere through the process.

This is especially true when you are transitioning from team member to manager or manager to leader.  Change can be challenging and if not dealt with properly by understanding the make up of the team, their goals, aspirations and difficulties, you will not be able to fit into a model that is filled with success.  And why go through your daily work life fighting internal battles.  There are enough external obstacles to overcome to go around.

If I have said it once I’ve said it a hundred times…..”It is all about the people.”  Treat people right and the rewards will abound.

Have a tremendous 3^rd week of September.  If I can do anything at all to assist you, your team or your company, just call or write and I will respond immediately.

Regards,

George F. Mancuso, CPC, CEO
Client Growth Consultants, Inc.