Earlier this week we were informed of new research from the Chartered Management Institute (CMI) and Penna that “Over four in ten managers (43 per cent) consider their line managers to be ineffective.”
Whilst this is shocking in itself, it won’t come as a surprise to many HR professionals in the UK. A large proportion of conflict that we deal with at People Resolutions stems from poor communication – most likely between line managers and employees.
The research also found a strong link between line manager effectiveness and business performance: “Only 39 per cent of managers in low performing business thought their line managers were effective, compared to 80 per cent in high performing organisations”.
People Management Training as a whole has been around for years – but is it working? This research would suggest not. However, this brings the fore the importance of leadership to an organisation. Can a workforce ever truly be 100% effective if the leadership isn’t?
As part of our 2012 mission help organisations move from conflict affliction to collaborative performance, we must also address the question of who leads such a move in organisational culture. With workplace conflict currently costing UK businesses over £24 billion per year, the drive to minimise conflict and move towards a more collaborative culture is more important than ever. As will all substantial shifts in organisational culture we believe that this should be lead from the top.
