Following on from Kings and Kingmakers, and Supervisor and Supervisor-Makers, let’s see what the research says…
Bersin research shows that organizations in which senior leaders “very frequently” hold their direct reports accountable for helping middle managers achieve goals have much better business results.
They go on to say that:
Senior leaders need to ensure that their direct reports are coaching and developing their employees:
- Hold managers accountable for the quality of development, not simply compliance. Compliance-based accountability focuses erroneously on the time spent on employee development.
- To motivate managers to improve and be better coaches, track the quality of development and emphasize effectiveness over activity completion.
- Progressive organizations even create positive pressure from senior leaders and key stakeholders by publishing a list of managers rated most effective at people development by their teams—driving behavior changes through peer competition and recognition
So, if you are a senior leader reading this…what are you doing to make this a reality in your organization?
And even if you are not so senior, but still manage other supervisors, what are you doing to hold them accountable to good quality people development?
Answers on a postcard please…(or rather answers in the comments box)…
