It's the Manager
Moving From Boss to Coach
Editorial Review
While the world’s workplace has been going through extraordinary historical change, the practice of management has been stuck in time for more than 30 years. Packed with 52 discoveries from Gallup’s largest study on the future of work, It’s the Manager shows leaders how to adapt their organizations to rapid change, ranging from new workplace demands to managing remote employees, a diverse workforce, the rise of artificial intelligence, gig workers, and attracting – and keeping – today’s best employees. Who is the most important person in your organization to lead your teams through these changes? Gallup research reveals: It’s your managers. The new workforce — especially younger generations — wants their work to have deep mission and purpose, and they don’t want old-style command-and-control bosses. They want coaches who inspire them, communicate with them frequently and develop their strengths. Who is the most important person in your organization to lead your teams through these changes? Decades of global Gallup research reveal: It’s your managers. They are the ones who make or break your organization’s success. When you have great managers who can maximize the potential of every team member, you will see organic revenue and profit growth, and you will give every one of your employees what they most want today: a great job and a great life. This is the future of work. It’s the Manager includes exclusive content from Gallup Access — Gallup’s new workplace platform, chock full of additional content, tools, and solutions for business. Your book comes with a code for the Clifton Strengths assessment, which reveals your top five strengths.
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Wisdom to Share
If you’re a manager, ask yourself “Am I an expert on my team members’ weaknesses or on their strengths?”
Confirmation bias also enters into succession decisions: Leaders select new leaders who are like themselves or who conform to their preconceived notions or gut feelings about the candidates.
Today, 35% of workers report changing jobs in the past three years. And slightly more than half of employees say they are actively looking for a new job or watching for openings.
Bad turnover also includes star employees who leave because they couldn’t achieve or develop in your workplace. They join a competitor and trash your organization, which damages your reputation and makes it a lot harder to attract stars.
The experiences and interactions people have during their employee life cycle in your organization will determine your retention of star employees and ultimately, your employment brand. All this depends on how well your managers coach each person you hire.
Almost half (47%) of employees report that they received feedback from their manager “a few times or less” in the past year. What’s more, only 26% if employees strongly agree that the feedback they receive helps them do their work better.
One of Gallup’s biggest discoveries is the manager or team leader alone accounts for 70% of the variance in team engagement.
Billions of dollars are spent each year on manager development. Yet Gallup finds that only one in three managers strongly agree that they have had opportunities to learn and grow in the last year.
Organizations globally need a much higher proportion of women in the workplace—not just because it benefits women, but because it’s good for business.
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