recently published an article about Walmart’s $200k store manager problem. The article shines a light on the fact that simply paying higher salaries doesn’t necessarily create great leaders.
Leaders at Walmart realized that they needed a multi-pronged approach to developing reliable, effective managers, so they started investing in manager training and coaching to help develop their managers.
Walmart is learning the same lesson as many businesses: great leadership requires investment and effort. I’m going to cover how we got into this position and what we, leaders in organizations, need to do to minimize the learning curve of a new manager becoming an effective leader.
How did we get here?
The rapid increase in job transitions over the past few years (sometimes called The Great Resignation) has caused people to rethink their priorities for work.
Some people qualified for leadership roles have learned that they just don’t like the responsibilities of being a leader.
Some new managers from outside the company fail to understand or adapt to the culture, and therefore struggle to get buy-in from the new teams they are inheriting.
Some new managers have never managed before. Their promotion to a management role is an opportunity for growth, but instead, they aren’t provided the guidance on how to effectively lead.
These are just three examples of how manager development can go wrong. Without a strong system for training managers, replacement and resignation can rapidly spiral out of control and have long-term consequences on company culture and productivity.
I recently wrote about how to maintain you’re a-game as a leader
, where I described how many universities have downgraded degrees in management into co-majors or tag-along credits instead of being its own degree path. This happens because most recent graduates aren’t being hired to manage people so for universities to boost their placement rates and starting salary rates, it is more advantageous to train students in degrees that companies need from recent graduates right now. This shortsighted approach to management training is one of many contributing factors to the very issues facing companies today.
The dearth of up-and-coming managers has led to greater turnover for both managers (e.g., they struggle with the transition) and the direct reports in their charge (they aren’t going to put up with a bad boss). This self-sustaining cycle of turnover can wash away company culture in months and take years to rebuild.
What can we do about it?
1. Equip managers with the tools and data to better understand their direct reports
There is no such thing as an effective one-size-fits-all management philosophy. That mode of thinking contributes to turnover.
Because people are driven by different motivations at different stages in their life.
One metric that we measure at Ambition In Motion (AIM) is Work Orientation. Our custom assessment measures what drives you at work and helps you understand how your work should fit into your life.
Some people are motivated by professional growth (Career Oriented), some people are motivated by work/life balance (Job Oriented), and some people are motivated by the value of their work for changing the world (Calling Oriented). Everyone has a mix of these motivations, but one type usually stands above the rest for an individual.
If you understand the Work Orientation of each of your direct reports *at that moment in time*, you can craft your leadership style for that person based on what drives them.
And that “at that moment in time” is important because Work Orientation is fluid. Unlike personality, which is generally consistent throughout life, Work Orientation is constantly in flux. Life events (starting a family?), professional events (getting a promotion?), epiphanies (deciding to start your own business?), influence from friends and colleagues (friend’s company has gone completely remote while yours hasn’t?), and more will mold your Work Orientation over time. Our job as managers is to be on top of these changes and adjust our leadership style and actions to manage your direct reports at that moment in time.
The other big tool to equip managers with is a system for observing whether their perception of the workplace, productivity, and culture is shared by their direct reports. When leading a team, it’s difficult to get out of your head. This tool gives them the ability to observe and understand whether the team members agree (or disagree) with the manager’s assessment of individual productivity, team cohesion, and other metrics.
This information is critical because perception gaps cause people to become disgruntled. People tend to judge themselves on their intentions and others on their perceptions. I was five minutes late because traffic was absurd today and nobody could predict it; you were late because you don’t care about being on time. Finding and understanding your perception gaps help you find real solutions.
Managers need to understand where their people are coming from and empathize with their direct reports (and provide clarity) when there are gaps.
My team and I developed AIM Insights to identify the most important metrics for managers to understand their direct reports and cut through the noise. AIM Insights collects and measures everyone’s perception of their: task performance, team cohesion, team productivity, organizational citizenship, and manager performance.
If a direct report feels like they aren’t performing well, but a manager thinks they are performing great, this indicates that the direct report lacks clarity as to what success looks like in his role. Once the manager has this information, they can clarify expectations for that team member and help support long-term productivity and engagement.
And vice versa, if a direct report feels like they are performing great, but the manager disagrees, that indicates that the direct report lacks clarity as to what success looks like and that the manager must clarify expectations and help the team member improve their work.
2. Train managers how to act on that data and make their direct reports feel heard
The number 1 issue with any performance management tool in any HRIS platform is equipping managers with the training to interpret and act on the data to make tangible improvements.
If a company surveys its employees but then doesn’t equip managers to do anything with that data, that company is wasting its employees’ time, creating frustration, and depleting engagement.
Because that data isn’t just for the executive team to review quarterly or annually. That data needs to be acted on!
If managers don’t identify productive actions from the data, there is no incentive for the direct reports to give an honest response, if they bother to respond at all.
3. Actively coach managers throughout their tenure and support the need to adapt to the ever-changing nature of leadership
Leadership is an ever-evolving field. Economies are changing. Consumer demands are changing. Employee demands are changing.
Reviewing the employee salaries and benefits packages of companies even as recently as 5 years ago has drastically changed between now and then. What might have been thought of as outlandish and unnecessary is turning out to be required of job postings (my local Uhaul has a billboard that says “start today. Get paid today.” which was unheard of 5 years ago).
Managers should be coached throughout their time as a leader with an organization, not just when they attend random offsite training. Leaders can’t just wait for the company to hire a speaker or host an event when they need to handle difficult circumstances. Life doesn’t consider the optimal timeline for you to get the training just in time. Sometimes stuff happens you need to be ready to handle it.
Building rapport and offering consistent guidance helps managers handle the seemingly insignificant issues and builds the foundation for ensuring they won’t turn into massive issues.
Getting new managers to become effective leaders takes time. It isn’t easy and it isn’t obvious. Hopefully, these tips help your company excel and thrive in the future.