Lack of people skills is really beginning to affect the workplace culture and bottom line
According to the 2016/2017 CIPD outlook survey, leadership capability was among the top challenges that both HR and non-HR leaders reported keeping them awake at night. Should we be surprised given that in recent years the idea of management has become increasingly distorted, giving the impression that the business comes first, not its employees?
Professional bodies such as the CIPD and CMI are now more frequently releasing data suggesting managers and leaders are increasingly spending more time concentrating on their work, not their people. In November 2016, the Resilience Development Company conducted a survey focusing on a diverse set of industries from Finance and Law through to Third Sector, which showed that 75% of people identified their managers as their primary cause of stress, specifically the way they were treated and issues around poor communication.
Being a manager and a leader is not an easy task given the current climate but are we missing a trick and causing more problems for ourselves by neglecting ‘people skills’.
Are leaders only now recognising it as an issue because of its impact on the bottom line? Surely herein lies the problem? “The UK’s poor productivity record supports the case for improving performance through a better managed, skilled and engaged workforce”. (source: CIPD survey) Basic people management and good leadership surely starts with looking after our people, treating them well and empowering purpose and meaning.
If we get that right, the bottom line will look after itself!
The consequences of not getting the fundamental basics in place leads to disengagement, low morale, poor productivity and a hot house of contempt towards leaders and managers who appear not to care about anything else but their work. There is a reason that the UK is among the most unproductive countries in the world – we are poor managers of people. Those organisations who experience high levels of staff turnover, often rationalise it as being normal or expected activity.
As leaders do we really ever find out why people leave?
Given the fact that unhappy employees are often disengaged and don’t feel valued and listened to, it’s highly unlikely they would be willing to be honest about the real reason they are leaving. Yet, high staff turnover affects the bottom line It costs around £30,000 to replace a member of staff. A costly expenditure for something that is never addressed!
Disconnection cuts straight to the core
It cuts right to the core values of the business, or rather the lack of common behaviours consistent to the core values of the business. It never fails to surprise me when organisations talk about core values such as ‘we are people focused’ ‘we value respect’ and ‘supportive culture’ yet the evident behaviours within the business are completely at odds with the values. It has such far reaching consequences… if the behaviours are not matching what you’re telling me don’t expect me to believe anything you say!
Potential talent is lured to a company with the promise of a great culture
Is it any wonder people leave when they start to see their manager behaving in ways that are completely at odds with the first impressions artfully promoted at interview? In so many instances important things such as trust, communication, support and praise are simply the missing piece in the jigsaw.
Prospective talent demonstrate motivation by applying for the job, if they are successful is it unfair for them to expect inspiration, to feel valued and respected? Especially when they enter a business, hit the ground running and then face the waves of organisational change.
Change is just as much about people as it is about process
Sadly, in an ever-changing economic climate it is becoming increasingly evident that leaders and managers don’t have the basic people skills to empower or inspire, to successfully navigate people through change, difficult situations, potential conflict or develop strong and trustful relationships all of which are required order to transform the “off the wall” values into the daily behaviours of the business
Prospective talent demonstrate motivation by applying for the job, if they are successful is it unfair for them to expect inspiration, to feel valued and respected? Especially when they enter a business, hit the ground running and then face the waves of organisational change.
Perhaps we should be asking why there is a lack of people skills within management and leadership?
Is it the convenience of email and the intensity of social media that encourages managers to avoid face-to-face conversations, producing an emotional disconnection and a reduction in meaningful relationships? Does it originate from within the education system that forces a rigid focus on results and individual student silo working whilst omitting the essential life skills needed for productive teamwork?
Prospective talent demonstrate motivation by applying for the job, if they are successful is it unfair for them to expect inspiration, to feel valued and respected? Especially when they enter a business, hit the ground running and then face the waves of organisational change.
Regardless of the causes, it is industry that seems to be the one that has to carry the can and find the answers.
Perhaps these answers are currently being looked for in the wrong places. In my experience businesses spend a lot of time, monies and focus on management qualifications based on technical skills and process and procedure. Whilst almost always completely ignoring the evident need for training support around good relationships and communication. Today’s working world is now full of technically good but people poor managers. If leadership is only just realising the impact of poor people management, perhaps there needs to be a shift in promoting “perceived talent” purely on technical skills and start to shift the focus on developing good “people” managers as well?
