The Stats - Turnover & its staggering costs:
•Employees with the highest level of commitment perform 20% better and are 87% less likely to want to leave the organization (Corporate Leadership Council, 2004).
•Companies that communicate most effectively are 50% more likely to report turnover levels below the industry average compared with only 33% for the least effective communicators (Watson Wyatt, 2003).
•18% of the variation in sickness and absence rates across the company was due to variations in communication practices (Brown, Duncan & MacDonald, 2003)
Talent analytics are being used to determine what works and what doesn’t in regard to the billions of dollars spent each year to develop capable leaders, and to improve talent practices including leadership soft skills development.
· Sinar, Evan & Wellins, Richard S. (2016 April 25). The hard science behind soft skills. CLO Media. Retrieved from: http://www.clomedia.com/2016/04/25/the-hard-science-behind-soft-skills/?utm_source=MyEmma&utm_medium=Email&utm_campaign=CLO%20Today
In 2015, American companies spent $160 billion, while globally $356 billion was spent on employee training and education—but they are not getting a good return on their investment. For the most part, the learning doesn’t lead to better organizational performance, because people soon revert to their old ways of doing things. Here’s a closer look at what goes wrong, with ideas for how to be successful.
· Beer, Michael, Finnstrom, Magnus, & Schrader, Derek. (2016 October). Why Leadership Training Fails—and What to Do About It. HBR. Retrieved from: https://hbr.org/2016/10/why-leadership-training-fails-and-what-to-do-about-it
The World Economic Forum questions whether it was time for new leadership models centering on emotional capacity, intellectual and cognitive development, and the depth of social relationships.
· Harris, Stacey. (2013 May 30). Is it time for new leadership models? Training Magazine. Retrieved from: https://trainingmag.com/content/it-time-new-leadership-m
Leadership is not the same as management. Yet good leaders need to possess both sets of skills and known when to apply it when the situation calls for it. Rather than highlighting and encouraging a difference between managers and leaders, let’s start acknowledging that great leaders need to possess both sets of skills. These skills are often required at different stages of their career, and we need to help employees develop and recognize when and how to use these skills.
· Stuart, Mark (). Why people need to stop giving managers such a bad rap – It’s time for Manageship! Anagram Group. Retrieved from: http://www.britcham.org.sg/static-pages/why-people-need-to-stop-giving-managers-such-a-bad-rap---its-time-for-manageship
Gallup finds that companies fail to choose the candidate with the right talent for the job 82% of the time. Large companies have approximately one manager for every 10 employees, and Gallup finds that one in 10 people possess the inherent talent to manage. When you do the math, it's likely that someone on each team has the talent to lead -- but chances are, it's not the manager. More than likely, it's an employee with high managerial potential waiting to be discovered.
· Beck, Randall & Harter Jim. (2014 March 25). Why great managers are so rare. Gallop Business Journal. Retrieved from: http://businessjournal.gallup.com/content/167975/why-great-managers-rare.aspx
Contact Dr. Andrea, to learn how to increase the following into your organization:
Take a moment in reflection…
Most often it’s not that our team is unskilled, uneducated or lacks knowledge, it’s typically that we cannot get along! Yet, icebreaking or team building exercises haven’t seemed to work. Employees must learn how brain and body chemicals work for and against them, as well as when to trust those internal chemical and electrical impulses, and when and how to override them. Imagine if you could be freed up of the energy you expend intervening in relationship squabbles?