We don't do what we feel we're doing!


In my contact with companies, managers and leaders, I often talk about a very interesting and fascinating research study by Simon Elvnäs at KTH.

It's about what managers experience that they do vs. what they ACTUALLY do in their meetings with employees. (Find it online or get in touch and we can watch it together over a cup of coffee).

The results of the study are both "recognizable" and a little scary at the same time.

What is frightening is that we as managers have behaviour and actions that are so far from what employees need from us to develop. It is particularly fascinating that many of the managers I meet out there nod recognition of the result but think that it probably does not apply to them. And that may indeed be the case, but I find it hard to believe that it would be so unfortunate that only a certain type of manager participated in the research.

In fact, I think that if we all looked in the mirror with a little more courageous and self-critical eyes, it would produce positive results at all levels of the business.

For there is also other research that shows that:

A.     41% of employees believe that relevant feedback is crucial to making "the little extra" for the company.

B.     Employees who feel seen by their manager are 60% more motivated to do their very best for their employer.

C. 5% increase in employee engagement is linked to 3% increase in turnover the following year.

At least I want to do better as a manager next year and get more committed and motivated employees who drive results.

I know you do too!