Some Sobering Reasons Why We Need to Train Our Leaders, Too

Leaders play an essential role in meeting business goals and profitability targets, as well as delivering service and retaining talent.

However, according to a nationwide survey released by Aon Hewitt, only 12 percent of respondents said their leaders are extremely effective at meeting business goals.

What’s more, just 14 percent believe their leaders are extremely effective at meeting profitability targets, 17 percent say the same holds true for delivering service, and only 7 percent believe their leaders are extremely effective at retaining talent.

More trust a stranger over their boss

Another survey recently conducted by HEC School of Management, the Community of European Management Schools, and Harvard Business Review uncovered more troubling news.

About 20 percent of respondents said they had a high level of trust in society, but less than 4 percent had high levels of trust in their company. More concerning is that nearly 60 percent of those surveyed trust a stranger significantly more than they trust their boss, who only garnered trust from about 42 percent of respondents.

A clue to what’s driving these dismal leadership evaluations may be found in a study from CareerBuilder. The study found most U.S. companies are not training their people before moving them into leadership. In fact, 58 percent of managers in the study said they hadn’t received any management training when they began managing others.

Given these results, it’s not surprising that 41 percent of workers in this study didn’t rate their direct supervisors as doing a good job either.

New skills means improved productivity

Employees in the CareerBuilder study rated the performance of their corporate leaders even more severely. Only 50 percent felt their leadership teams were doing a good or great job and 23 percent described their performance as poor or very poor. Problems cited with corporate leaders included insufficient communication, unrealistic workloads, and a lack of training and employee development.

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This is troubling news — especially at a time when we need strong, confident leadership more than ever. However, we can’t be too surprised, or hold leaders accountable for their failings, if we aren’t willing to invest in management training programs to develop current and future leaders.

Management and leadership are skills, and they must be learned and continuously improved upon to be effective and relevant.

“Company executives must develop new leadership skills in order to improve workforce productivity and stimulate engagement,” said Amy Mills, Vice President with Aon Hewitt. “They must invest in developing middle managers who can bridge the gap between leadership strategy and employee actions, and are best positioned to effect change. In fact, our survey shows a crisis in confidence that corporate leaders will be able to reposition their companies for profitable growth and create an engaging work environment.”

Here’s what needs to be developed

According to Aon Hewitt, leaders must be more creative in this post-recession environment and develop these capabilities:

  • Focus on the most valuable talent and pay for performance;
  • Demonstrate speed and agility;
  • Develop middle management;
  • Increase employee engagement; and,
  • Develop leadership resiliency.

The post originally appeared in a somewhat different form on

Named as one of the Ten Best and Brightest Women in the incentive industry and to the Employee Engagement Power 100 list, a Change Maker, Top Idea Maven, and President’s Award winner, Michelle is a highly accomplished international speaker, author, and strategist on performance improvement. A respected authority on leadership, workplace culture, talent and employee engagement, she’s a trusted advisor to many of the world’s most successful organizations and the governments of the United Kingdom and the United States.

Michelle speaks and writes about what she knows first-hand – as a former executive of a Fortune 100 global conglomerate, and as a researcher and strategist. She passionately shares new insights and tools for leaders to confidently, effectively and strategically lead their organizations to success.

Michelle is the Past President of the FORUM for People Performance at Northwestern University and President Emeritus of the Incentive Marketing Association. Michelle was the Founder and Chair of the Editorial Board of Return on Performance Magazine, and has been featured on Fox Television, the BBC, in Fortune, Business Week, Inc. and other global publications, and contributed to the books Bull Market by Seth Godin, Contented Cows Still Give Better Milk, and Social Media Isn’t Social.   




1 Comment on “Some Sobering Reasons Why We Need to Train Our Leaders, Too

  1. Hello Michelle,

    80% of employees self-report that they are not engaged.
    80% of managers are ill suited to effectively manage people.
    The two 80 percents are closely related.

    Employers keep hiring the wrong people to be their managers and then they wonder why they have so few successful, engaged employees. Successful employees have all three of the following success predictors while unsuccessful employee lack one or two and usually it is Job Talent that they lack.
    1. Competence
    2. Cultural Fit
    3. Job Talent ??

    Employers do a… ?
    A. GREAT job of hiring competent employees, about 95%
    B. good job of hiring competent employees who fit the culture, about 70%
    C. POOR job of hiring competent employees who fit the culture and who have a talent for the job, about 20%

    Identifying the talent required for each job seems to be missing from talent and management discussions. If we ignore any of the three criteria, our workforce will be less successful with higher turnover than if we do not ignore any of the three criteria.
    1. Competence
    2. Cultural Fit
    3. Job Talent

    There are many factors to consider when hiring and managing talent but first we need to define talent unless “hiring talent” means “hiring employees.” Everyone wants to hire for and manage talent but if we can’t answer the five questions below with specificity, we can’t hire or manage talent effectively.
    1. How do we define talent?
    2. How do we measure talent?
    3. How do we know a candidate’s talent?
    4. How do we know what talent is required for each job?
    5. How do we match a candidate’s talent to the talent demanded by the job?

    Most managers cannot answer the five questions with specificity but the answers provide the framework for hiring successful employees and creating an engaged workforce.

    Talent is not found in resumes or interviews or background checks or college transcripts.

    Talent must be hired since it cannot be acquired or imparted after the hire.

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