Being a business in the 21st century is tough. We are in an era where we have to;
• Do more for less
• Work through the challenges of integrated technology
• Get highly skilled people on highly skilled tasks, not simple processing
• Effectively facilitate more people working remotely
• And most significantly, maintain engagement with our people, when in all likelihood restructures have taken place
Cutting edge research by Sendhil Mullainathan, and Eldar Shafir demonstrated the impact that a challenging, pressured, unstable environment has on the cognitive performance of people. In our experience, organisations can overlook how their changes have impacted on a front-line manager’s ability to effectively maintain an engaged and motivated team.
No doubt we can all identify managers and leaders we encounter that appear to;
• Seek control
• Be harsh and critical in their feedback
• Struggle to accept opposing opinions
• Blame others
• Be unable to accept feedback
• Be uncooperative
• And not share information, plans and credit for work that has been completed
In our experience it is hard not to demonstrated many of these traits throughout our own careers however we have learnt how detrimental this is to our effectiveness in developing a good working relationship, based on trust. John O. Whitney, a professor at the Columbia Business School suggests that up to “50% of time wasted is due to lack of trust”.
With these factors in mind, it begs the question; How effective are some managers in engaging people within their team, both in performing to a high level and supporting the Vision and Strategic objectives of their organisation?
How focusing on Coaching and Emotional Intelligence can help
We were fortunate enough to discover the practice of coaching a number of years ago and as our experience developed, so to did our understanding of the practicalities of actually using coaching techniques to, in short, get things done and in a way that brought people with us. Our associate Richard says
“My approach, on reflection was far from perfect, that said working with others I achieved some fantastic results. One thing that I learnt quite early on related to the importance of emotional intelligence. It’s one thing to be able to apply coaching techniques relating to the accomplishment of a task, but there is a far deeper level pertaining to how we use coaching techniques to understand, help and support each other.”
And his experience is completely relatable, emotional intelligence is vital and as coaches we need to take the time out to fully understand the best techniques.
Pepsico combined coaching and EI which led to a 10% increase in productivity and an 82% decrease in Executive turnover. The American Airforce experienced a 92% increase in retention and 100% of participants on a programme with American Express found that focusing on these areas improved their career progression. And the very person that founded Emotional Intelligence, Daniel Goleman states that 80% to 90% of competencies shown by top performers all relate to higher levels of emotional intelligence.
The research by Sendhil Mullainathan, and Eldar Shafir clearly shows the impact of instability on individual performance and with recent structural changes in many organisations, how many organisations have an opportunity to invest more in their front-line management population? Finding time and money to invest is not easy, that said a well-orchestrated initiative, combining some classroom based learning, alongside bite sized learning built into a manager’s day-job can be both time and cost efficient.
The results achieved by Pepsico and others came through making a clever investment in building management capability. At LBL Skills, we work closely with Rich Learning Solutions to develop new ways to deliver learning and help managers to be great at working with their teams.
Click here to check out our ILM Level 3 Course. Feel free to contact us to find out how we can help you to shape your managers to be great at engaging their teams!