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Companies seem to try everything imaginable to fix their workplaces, except the only thing that matters: Naming the right person manager.
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Leaders go to seminars, hire consultants, and employ a long list of interventions—competencies, 360s, and so forth. I don’t think any of them work. What’s worse, nobody really cares that they don’t work.
Most CEOs I know honestly don’t care about employees or take an interest in human resources. Sure, they know who their stars are—but it ends there. Since the people in the corner offices don’t care, they never put much pressure on their human resources (HR) departments to get their workplace cultures right, and this allows HR to implement all kinds of development and succession strategies that don’t work.
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Comments
I always thought that you can't teach someone to manage...
In my experience, once Call Centres became the trendy thing to have in UK service companies, the quality of managers declined rapidly. Almost overnight, their primary function turned to monitoring live phone call data and the dreaded wallboards.
To make matters worse, my insurance company herded the most esperienced staff into Technical Teams which took them away from working amongst the newer members of staff. Also Section Leaders, whilst required to have previous supervisory experience, no longer had to have any previous insurance knowledge!
Until managers do a u-turn and concentrate on quality before quantity nothing can change.
I believe that Call Centres only serve to de-motivate staff and increase staff turnover. How can any manager be proud of that?
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