Campus Review Volume 24. Issue 1 | Page 41

workforce
Leaders and managers must develop their skills to an exceptional standard to build trust across the organisation.
the needs of the employee of the future will employers have a chance to attract and retain key people. Leaders and managers need to pay constant attention to all aspects of the Six Cs to ensure their organisation prospers in 2014 and onwards.
Warning A major issue for leaders in 2014 is ensuring they give appropriate support to the people they are promoting to manager or supervisor status, what we call first-step managers.
LMA’ s Leadership Employment and Direction( LEAD) Survey on workplace trends reveals that 30 per cent of first-time managers and supervisors in Australia fail within two years because they are not trained or supported for their new roles by their employers.
A survey of 160 decision makers in human resources, learning and development and organisational development, representing more than 500,000 employees, indeed shows most Australian organisations( 51 per cent) are adopting approaches that do not provide first-time leaders with the support and resources necessary to succeed in those roles.
Loss of productivity – estimated at 10 to 20 per cent – higher staff turnover and the loss of a generation of prospective leaders is the impact of an outdated sink-or-swim approach. The magnitude of under-investment and the apparent lack of support for first-time leaders are breathtaking. First time leaders are largely being set up for failure rather than success.
If you happen to become a first-step manager in 2014, ask, no, demand support!
Landmarks and signposts Here are some guidelines, recommendations and potential hazards for leaders:
• Change – organisational and personal – is part of life. Change is the essence of life – if you’ re not changing you’ re stagnating and when you stagnate, you ultimately die. Most of us are now entirely comfortable with and used to change. Change creates the opportunity for renewal. Change is no longer feared or approached with trepidation – it is being embraced as a strategic advantage for organisations and individuals.
• The changing workplace demands that you create the environment people want to work in. The onus of getting the workplace environment right for high performance falls on leaders and managers. Seeking the input of others and being open to new approaches and ideas is essential – adaptation is a key tool in the kitbag of the leader or manager of the future.
• Capitalise on diversity. Diversity is everywhere in our organisations. Leaders and managers of the future will eagerly seek it out and tap its potential. The hidden skills and talents will come to the surface only when we encourage cross-pollination and acceptance of the diverse experiences and backgrounds of our people.
• Create effective cross-generational relationships. No longer can leaders and managers get caught up in generational angst or conflict. The benefits to be derived from creating effective cross-generational relationships are clear in productive working collaborations and team harmony.
• Adapting to the emerging and evolving needs of employees. As the needs and aspirations of employees change, the leader or manager of the future needs to respond. They will create environments that fulfil expectations and enable people to want to stay in order to grow and progress, rather than seeking their future elsewhere.
• The changing nature of work creates many opportunities. The evolving role of work in people’ s lives provides a chance to build flexibility into the workplace. Organisations must seek to understand what work means to their people and look to meet their needs better. This in turn will enable greater staff retention and the opportunity to up-skill people so they can become more effective. This is particularly important for first-time leaders, who need all the training and support they can handle.
• With changing employees comes the need for an evolving manager. A new type of employee needs a new type of manager. Managers will enjoy better relationships if they understand the importance of people in the organisation, take the time to communicate effectively and know what needs to be done to establish strong connections with people. The signs are there that this type of manager is emerging. But more needs to be done to ensure the manager and leader of the future is able to create the realities that maximise the potential for the organisation and the individuals within.
• Review and refine your approach to people development. Acting on what needs to be done better or differently to help people grow through development contributes to growth outcomes. On the other hand, not reviewing or refining approaches to human development detracts from growth.
The next two or three years are expected to be the most important and challenging in recent memory. As the world grapples with uncertain economic conditions and the decimation of many previously robust economies, industries and entities, the expectation is that collaboration and connection across the whole organisation will be the key to success.
It’ s up to leaders! n
Andrew Henderson is CEO of Leadership Management Australasia. campusreview. com. au | 33