IS THE STATE OF WORKPLACE MANAGEMENT & LEADERSHIP DETERIORATING?
AND, WOULD THE DEVELOPMENT OF EMOTIONAL INTELLIGENCE MAKE A MEASURABLE DIFFERENCE TO THE QUALITY OF FUTURE LEADERS?
Having heard about some less than impressive dealings with people in leadership roles from friends recently, especially in larger corporate organisations, it got me thinking about my own experiences.
So, I did a review of the bosses I’ve worked for over the last 25 years and graded them overall across 6 categories. During this time, I worked for 25 different bosses from first line managers when I was younger, right up to CEO and Investor levels in recent years, an average of 1 per year. Here’s where I grouped them:
Excellent = 1
Very Good = 4
Good = 1
Average = 6
Below Average = 5
Poor = 8
On closer inspection, The 5 I rated as ‘Below Average’ were during the first 15 years, whilst the 6 I rated as ‘Poor’ were during the last 10 years, with an even split of young and more mature leaders.
I rated the older leaders as poor predominantly because all 3 still managed in old fashioned ‘control & command’ ways and hadn’t moved with the times in terms of methodologies and processes. Their old ways didn’t work in new and fast changing times.
I rated the younger leaders as poor however, because although they didn’t know what they didn’t know, 2 just didn’t want to listen or be challenged and 1 thought he knew better. In all cases, their ignorance damaged their leadership and in 2 cases, became their undoing as they were moved on and out respectively.
My book and courses cover self-management psychology in detail and in particular, building Emotional Competencies, which I believe are becoming more and more critical in what’s becoming a virtual world with less face to face contact and connection.
Interestingly, I note from the World Economic Forum — The Future Jobs Report 2018 that Emotional Intelligence is rated as a Top 10 In Demand Skill for all employees and not just management grades.
But in contrast, an aligned 2018 Report by Deloitte found that Millennials, who form a third of the workforce in some countries, view employers as ‘falling short’ in EI development.
Is it therefore any wonder that Employee Engagement is on the decline (Source: Best Companies Index 2018) no doubt along with commitment, loyalty and productivity too?
There seems to be a mismatch between the commercial realities of businesses needing to increase productivity and improve profits versus the development and well being of employees.
Contrary to popular belief though, I worked for companies and if I may say, have run companies and led teams where both needs are satisfied and there’s no reason why it can’t be achieved in other organisations too, if leaders at the top have such values and a sincere desire to see this happen of course.
What do you think?
Best,
Reece
“I write about personal leadership development and offer advice to companies on conflict, collaboration and rapid culture improvement”
Author of the Strong Minds Book, Online Course & Podcasts
