The Management Key to Improved Performance

Based on my work with many organisations, there is a clear and high correlation between management behaviour and commercial success.

Whilst this is not surprising, what is interesting is the level to which this is true. Management and specifically senior management determine culture, behaviour, attitude and discretionary effort* by the things they do, irrespective of other, conflicting messages.

A brief example is this; many organisations talk about an inclusive and coaching culture, as opposed to the old 'command and rule', which most recognise as corrosive to long term motivation. In our studies, we found that unless management modeled these behaviours and more importantly, had the underlying beliefs that drove this behaviour, the companies efforts at 'culture change' were wasted. This was irrespective of the quality of the employees and the 'change agent' activities.

It is true to say that management show what they believe to be important by the questions they ask. No manager will consistently show concern for people and use 'coaching style' interventions to involve and resolve unless their values and beliefs are aligned to this behaviour.

Equally as interesting is the development of this trend. The figures are different compared to 1988. This is mainly because of the characteristics of Gen Y having more influence on the workplace. Gen Y place value in managers who help them to be better at their jobs, not those who tell them what to do.

*Studies have shown that 40% of effort in the workplace is discretionary and that people can exist on 60% contribution if they are not engaged and motivated. In most organisations this is the difference between poor /average performance and beating the competition.